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DETERMINANTS OF QUALITY CUSTOMER SERVICE IN TOURIST
HOTELS IN ARUSHA REGION, TANZANIA
JOVITA COSTAS DALLARIS
A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE
REQUIREMENT FOR THE DEGREE OF MASTER OF ARTS INTOURISM
MANAGEMENT AND PLANNING OFTHE OPEN UNIVERSITY OF
TANZANIA
2017
CERTIFICATION
The undersigned certifies that he has read and hereby recommends for acceptance by
the Open University of Tanzania a dissertation titled: Determinants of Quality
Customer Service in Tourists Hotels in Arusha Region, Tanzania; in partial
fulfillment of the requirements for the Degree of Master of Arts in Tourism
Management and Planning of the Open University of Tanzania.
………………………………………….
DR. Emmanuel Patrobamhache
(Supervisor)
……………………………………..
Date
ii
DECLARATION
I, Jovita Costas Dallaris, declare that this dissertation is my own original work and
that it has not been presented and will not be presented in any other University or
higher institutions of learning for a similar or nay other degree award.
……………………………………..
Signature
………………………….
Date
iii
COPYRIGHT
No part of this dissertation may be reproduced, stored in any retrieval system, or
transmitted in any form or by any means without prior written permission of the
author or The Open University of Tanzania.
iv
ACKNOWLEDGEMENTS
First and foremost, I am grateful to the Living God for the good health and well-
being that was necessary to the completion of this study.Secondly, I would like to
express my sincere appreciation to my supervisor Dr. Emmanuel PatrobaMhache for
his insightful reviews, thoughtful comments and diligent support and guidance
during the whole period of this study. Without his support this work would not have
been accomplished.
I sincerely thank the Open University of Tanzania, Faculty of Arts and Social
Sciences course lecturers for accepting me to be one of their students in this
program. I also express my sincere thanks to my classmates for their cooperation and
support they provided during the study period. Additional acknowledgement is
offered to hundreds of anonymous respondents who had participated in this study. I
heartily thanks my mother and my children for being patient when I was engaging in
this study. I thank my brothers, sisters and close friends for their support, prayers
and understanding during this study. Finally, I would like to thank all my well-
wishers, friends, students and academicians for having in some way influenced me
undertake this study.
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DEDICATION
This dissertation is dedicated to the Almighty Father, the Son and the Holy Spirit,
the Giver of Life through His merciful deeds. I also dedicate this dissertation to my
ever loving children, Dallaris, Vanessa, Sandra and Steven for constantly inspiring
and motivating me to pursue for excellence in every field of life.
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ABSTRACT
The main aim of this to study was to examine determinants of quality customer
service in tourist hotels. The study was conducted in Arusha Region. Specifically,the
study assesses the quality of service provided to tourists in hotels in Arusha Region,
examine challenges facing tourist hotels in providing quality service and evaluate
measures used to address challenges facing tourist hotels in providing quality
customer services. A mixed research approach was adopted where both qualitative
and quantitative data was collected. This study covered 108 respondents from 12
hotels. The data collected were analyzed using SPSS for questionnaires and others
like interviews and observation were analyzed using content analysis. Data collected
were analyzed descriptively using means, standards deviation, frequencies, and
percentages whereas data were presented in tables and figures. The study found out
that the determinants of quality customer service in hotels sector include location,
accessibility and visibility, hotel design and outlook, security and safety,internet
access, parking area, menu variety and time management. The study found out
several challenges facing tourist hotels towards the provision of quality customer
services among others includedleadership style, inadequate of employee and
shortage of working equipment; poor performance appraisal system, lack of training,
poor rewarding style, low salaries and other remunerations. Moreover, the study
found that measures adopted by hotel operators in order to provide quality services
includes participatory leadership, training of staff, empowerment, improvement of
rewards system, periodical performance appraisal system and adopt a customer
centered strategy. The study recommends that, the government should speed up
classification of hotels and grading criteria.
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TABLE OF CONTENTS
CERTIFICATION.....................................................................................................ii
DECLARATION.......................................................................................................iii
COPYRIGHT............................................................................................................iv
ACKNOWLEDGEMENTS.......................................................................................v
DEDICATION...........................................................................................................vi
ABSTRACT..............................................................................................................vii
TABLE OF CONTENTS........................................................................................viii
LIST OF TABLES..................................................................................................xiv
LIST OF FIGURES................................................................................................xvi
LIST OF ABBREVIATIONS................................................................................xvii
CHAPTER ONE.........................................................................................................1
1.0 INTRODUCTION................................................................................................1
1.1 Introduction ..................................................................................................1
1.2 Background to the Problem............................................................................1
1.3 Statement of the Problem................................................................................3
1.4 Objectives of the Study...................................................................................4
1.4.1 General Objective of the Study.......................................................................4
1.4.2 Specific Objectives of the Study..................................................................4
1.5 ResearchQuestions..........................................................................................5
1.6 Significance of the Study................................................................................5
1.7 Organization of the Study...............................................................................5
viii
CHAPTER TWO........................................................................................................7
2.0 LITERATURE REVIEW....................................................................................7
2.1 Introduction ..................................................................................................7
2.2 Definition of Key Concepts............................................................................7
2.2.1 Tourism........................................................................................................7
2.2.2 Tourist..........................................................................................................7
2.2.3 Hotel................................................................................................................
8
2.2.4 Quality..........................................................................................................8
2.2.5 Service Quality..............................................................................................9
2.3 Theoretical Literature Review......................................................................10
2.3.1 The Determinants of Service Quality.......................................................10
2.3.2 Measurements of Service Quality.............................................................12
2.4 Empirical Literature Review.........................................................................16
2.5 Conceptual Framework................................................................................18
2.6 Chapter Summary.........................................................................................21
CHAPTER THREE.................................................................................................22
3.0 THE STUDY AREA AND RESEARCH METHODOLOGY........................22
3.1 Introduction 22
3.2 The Study Area.............................................................................................22
3.3 Research Design............................................................................................23
3.4 Study Population...........................................................................................24
3.5 Sampling Procedures....................................................................................24
3.5.1 Sampling Frame..........................................................................................26
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3.5.2 Sample Size..................................................................................................26
3.6 Sources of Data.............................................................................................27
3.6.1 Secondary Sources......................................................................................28
3.7 Data Collection Methods..............................................................................28
3.7.1 Questionnaire..............................................................................................29
3.7.2 Interview......................................................................................................29
3.7.3 Direct Observation......................................................................................29
3.7.4 Documentary Literature Review...............................................................30
3.8 Data Analysis, Interpretation and Presentation.............................................30
3.9 Validity and Reliability of the Research Instruments...................................31
3.9.1 Validity of the Research Instruments.......................................................31
3.9.2 Reliability of the Research Instruments...................................................32
3.10 Ethical Considerations..................................................................................33
3.11 Chapter Summary.........................................................................................34
CHAPTER FOUR....................................................................................................35
4.0 DATA ANALYSIS AND PRESENTATIONS.................................................35
4.1 Introduction..................................................................................................35
4.2 Socio-Demographic Characteristics of the Respondents.............................35
4.2.1 Nationality of the Respondents....................................................................35
4.2.2 Gender of the Respondents...........................................................................36
4.2.3 Age of the Respondents................................................................................37
4.2.3.1 Age of the Tourist Respondents...................................................................37
4.2.3.2 Age of the Hotel Employees Respondents...................................................37
4.2.4 Marital Status of the Respondents................................................................38
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4.2.5 Education Level of the Respondents............................................................39
4.2.6 Occupation of the Respondents....................................................................40
4.2.7 Working Experience of the Respondents......................................................41
4.3.2 Tourist Perceptions on Service Quality in the Front Office
Department...................................................................................................44
4.3.3 Tourist Perceptions on Service Qualityin the Restaurant and Bar
Departments..................................................................................................45
4.3.4 Tourist Perceptions on Service Quality in Guest Rooms.............................47
4.3.5 Tourist Perceptions on Service Quality........................................................48
4.4 Quality Customer Service as Perceived by Employees................................50
4.4.1 Understanding of Service Quality................................................................51
4.4.2 On-Job-Training to Employees....................................................................53
4.4.3 Methods of Handling Guest Complaints......................................................53
4.4.4 Organization Working Procedures...............................................................55
4.4.5 Employees’ Information Accessibility.........................................................55
4.4.6 Employees’ Job Satisfaction at a Particular Hotel.......................................56
4.5.1 Leadership Style...........................................................................................58
4.5.2 Working Equipment.....................................................................................59
4.5.3 Work Schedules............................................................................................59
4.5.4 Training........................................................................................................59
4.5.5 Communication at all Levels........................................................................60
4.5.6 Empowerment of Employees.......................................................................61
4.5.7 Motivation....................................................................................................61
4.5.8 Rewarding Style...........................................................................................62
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4.5.9 EmployeesPerformance Appraisal...............................................................62
4.6 Measures to Address Challenges Facing Tourist Hotels in Providing
QualityService..............................................................................................64
4.6.1 Participatory Leadership Style.....................................................................64
4.6.2 Availability of Working Equipment.............................................................64
4.6.3 Flexible Work Schedules..............................................................................65
4.6.4 Training of Staff...........................................................................................65
4.6.6 Empowerment to Employees........................................................................67
4.6.7 Motivation to Employees.............................................................................69
4.6.8 Improved Rewards of Employees................................................................70
4.6.9 Conduct Performance Appraisal....................................................................71
4.6.10 Job Satisfaction.............................................................................................72
4.6.11 Chapter Summary.........................................................................................73
CHAPTER FIVE........................................................................................................74
5.0 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS....................74
5.1 Introduction..................................................................................................74
5.2 Summary of the ResearchFindings...............................................................74
5.2.1 Assessment of the Quality of Service Provided in TouristHotels in
ArushaCity....................................................................................................74
5.2.2 Challenges Facing Tourist Hotels in Providing Quality
Customer Service..........................................................................................75
5.2.3 Measures to Address Challenges Facing Tourist Hotels in
Provisionof Quality CustomerServices........................................................76
5.3 Conclusions....................................................................................................77
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5.4 Recommendations........................................................................................78
5.4.1 Recommendation to Hotel Practitioners.......................................................78
5.4.3 Recommendations for Further Research......................................................80
REFERENCES.........................................................................................................81
APPENDICES..........................................................................................................92
xiii
LIST OF TABLES
Table 3.1: A Description of the Study Population.....................................................24
Table 3.2: Hotels and Capacity..................................................................................26
Table 3.3: Sampling Frame........................................................................................27
Table 4.1: Nationality of Tourists..............................................................................36
Table 4.2: Gender of the Respondents.......................................................................36
Table 4.3a: Age Group of Tourists.............................................................................37
Table 4.3b: Age Group of Employees........................................................................38
Table 4.4: Marital Status of the Respondents............................................................39
Table 4.5: Education Level of Respondents...............................................................40
Table 4.6: Occupation of Respondents...................................................................41
Table 4.7: Working Experience of Respondents........................................................41
Table 4.8: Tourist Perceptions on General Outlook of Hotels...................................42
Table 4.9 Tourist Perceptions on Front Office Department.....................................44
Table 4.10: TouristPerceptions in Restaurant and Bar Departments.........................45
Table 4.12: Tourist Perceptions on Service Quality...................................................49
Table 4.11: Tourist Perceptions in Hotel Guest Rooms.............................................47
Table 4.13: Tourist Perceptions on Service Quality...................................................49
Table 4.14: Quality Customer Service as Perceived by Employees..........................50
Table 4.15: On-Job-Training to Employees...............................................................53
Table 4.16: Methods used to Handle Complaints......................................................54
Table 4.17: Organization Working Procedures..........................................................55
Table 4.18: Accessibility of Information on Service Delivery..................................56
Table 4.19: Employees’ Job Satisfaction...................................................................56
xiv
Table 4.20: Challenges Facing Tourist Hotels in Providing Quality
Customer Service....................................................................................57
xv
LIST OF FIGURES
Figure 2.1: The Perceived Service Quality Model.....................................................14
Figure 2.2: Dimensions for Service Quality..............................................................19
xvi
LIST OF ABBREVIATIONS
GDP Gross Domestic Product
MNRT Ministry of Natural Resources and Tourism
SERVQUAL Service Quality
SPSS Statistical Package for Social Sciences
UNWTO United Nations World Tourism Organization
URT United Republic of Tanzania
xvii
CHAPTER ONE
1.0 INTRODUCTION
1.1 Introduction
This chapter covers the background of the problem, statement of the problem and
objectivesof the study. The chapteralso presents research questions, significance of
the study and organization of the study.
1.2 Background to the Problem
The hotel and hospitality sector is part of the tourism industry. It is one of the vital
sectors playing a vital role in motivating tourism development in many tourist
destinations of the world. The contribution of the hotel industry in economic
development in Sub-Saharan Africa has been observed in its provision of
employment and growing of the Gross Domestic Product (GDP), yet the industry has
given a way to diversification of economies in many of the Sub Saharan countries
(Sharma and Upneja, 2005).Tourism plays an important role in the global economy
and due to its strong economic multiplier effect; it embraces small to medium and
large enterprises. In this regard, tourism is still one of the largest employment sectors
in most countries and a fast entry vehicle into the workforce for young people in
urban and rural communities (Tourism Sector survey, 2008).
The World Tourism Barometer (2014) shows that, tourism sector at a global level
showed remarkable growth despite the slowdown in economic activities and
geographical challenges. According to the UNWTO World Tourism Barometer
(2014), international tourists’ arrivals grew by 5.0 percent in 2013 reaching a record
of 1,087 million arrivals. The region which recorded strongest growth was Asia and
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the pacific which registered a growth of 6.0 percent. Africa registered a growth of
5.6 percent reaching a record of 55 million tourists. According to the East African
Community facts and figures (2012), the number of foreign touristst to the EAC
region increased by 17.5 percent in 2011, compared to a decline of 10.2 percent
recorded in 2010.
On the other hand , the hotel industry is a fast growing service industry due to the
developing trend in global tourism. As hotel customers become more and more
sophisticated, experienced and demanding, service quality in the hotel industry
becomes vital to the success and survival of international tourist hotels worldwide
(Ghobadian, et al. 1994). Hotels are an important part of the accommodation
industry and have become one of the most competitive businesses in the world in
recent years (Harrison and Enz, 2005).
The increment of travels in the world as it is happening to Tanzania is a breathing
point for hotels in tourism destinations. According to the Tanzanian Tourism Sector
Report (2015), the tourism industry in Tanzania is one of the key sectors
contributing 17 per cent of its Gross Domestic Product (GDP). It is rated among the
fastest growing sectors generating foreign currency, creating jobs, taping an
important impact on regional economic activity, attracting small and medium
enterprises and bringing economic benefits to local communities. In the early 1990s,
Tanzania’s Trade Liberation and the adoption of free market economy, led to a boom
of investments in Tourism enterprises including accommodation outlets, both local
and international chains, (URT 1999); to cater for the increasing number of tourist
arrivals (International Visitors’ Exit Servery, 2012/3).
2
Investors are likely to have stable businesses, only when quality services are
provided; and what can guarantee receipts of customers to hotels, is the quality of
services rendered in those establishments. Quality of products and services is one of
the competitive requirements in order to build up the brand image of the firms in the
hospitality industry. To enhance customer satisfaction and overcome various
challenges, it is compulsory for the hospitality service providers to offer quality
services to their customers and make their quality experiences memorable (Berry,
2000).
1.3 Statement of the Problem
Service quality refers to customers’ perception on how service meets their
expectations (Parasuramanet al. 1985) and it is often judged by customers not by
organizations (Abbasi et al. 2010). Impacts of quality customer service include
good flow of income, high growth of business size and more tourism development
activities in the particular tourist destination. According to the Annual Research
(2015) of the World Travel Tourism Council, to date the tourism industry
contributes to over 17% to the Gross Domestic Product of Tanzania. However, poor
customer service can negatively affect a business in a variety of ways including loss
of potential customers and future customers, loss of reputation, employees and loss
of profits.
Management of organizations seek to know the level of service its customers’ get
and the kind of service quality levels their customers expect (Parasuraman et al.
1985). The Integrated Tourism Master Plan of Tanzania (URT, 2002) pointed out
that Tanzania international service competitiveness is jeopardized by poor service
3
standards. It also revealed that poor service standards have been a hindrance to
future growth of the tourism Industry in Tanzania. Arusha region being the hub of
tourism in Tanzania has recently pulled a good number of hotels. Despite the fact
that the hotel in Tanzania industry has tried to achieve these standards, complaints
still arise about the quality of service offered Mbise (2012 ) and Baraka (2015).
Service requires to be continuously measured in order to ensure consistency and
establish what to be done to improve such services according to the demands of the
clients (Gržinić, 2007). Despite the fact that the hotel in Tanzania industry has tried
to achieve guest expectations , complaints still arise about the quality of service
offered. Hence this study is designed to not only assess the quality of customer
service in the hotels that are seen mushrooming in Arusha City, but also see the
challenges and finally what these hotels do to overcome the challenges so as to
improve service.
1.4 Objectives of the Study
1.4.1 General Objective of the Study
The general objective of this study is to examine the determinants of quality
customer service in tourist hotels in Arusha City.
1.4.2 Specific Objectives of the Study
i. To assess the quality of service provided to tourists by hotels in Arusha
City.
ii. To examine challenges facing tourist hotels in Arusha City in providing
quality customer service.
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iii. To evaluate measures used to address challenges facing tourist hotels in
Arusha City in providing quality customer service.
1.5 ResearchQuestions
i. What are the customer perception on the quality of hotel services in Arusha
city hotels?
ii. What are the challenges facing tourist hotels in the provision of quality
service?
iii. What are the measures to address challenges facing tourist hotels in
providing quality service?
1.6 Significance of the Study
The study is useful to the Government of Tanzania under the Ministry of Tourism
and Natural Resources in the enforcement of policies which guide hotel industry in
the delivery of quality customer services. Findings of this study will help policy and
decision makers to speed up the implementation of hotel criteria and classification
system that has been adopted by the Ministry of Tourism and Natural Resources as
well as criteria for standardization of hotels, restaurants and other tourism facilities
of East Africa in which service quality is among the major concern and concept that
has been emphasized for the hotel industry. In addition, the finding of this study
provides useful information in preparations of teaching curricular. The study can
further act as a reference to other researchers on the similar area of study in other
regions.Lastly; this dissertation is the requirement for the fulfillment of Master of
Arts in Tourism Management and Planning.
1.7 Organization of the Study
5
This dissertation is organized in five chapters. Chapter one covers the introduction
and background of the study. The second chapter focuses on literature review which
presents theoretical and empirical literature review supporting the viability of the
research problem followed by conceptual framework and research gap. The third
chapter presents the study area and the research methodology. Chapter three covers
the research design, target sampling procedures, sample size, data sources and
methods used in data collection. The chapter also focuses on data analysis,
interpretation and presentation, validity and reliability of the research instruments
and finally ethical issues is presented.The findings of study and discussions are
presented in chapter four while the last chapter covers summary, conclusion and
recommendations.
6
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter reviews various literatures with bearing to quality customer services in
hotels. The sections covered in this chapter are introduction, definition of key terms,
theoretical and empirical literature reviews. The chapter also presents the conceptual
framework and research gap.
2.2 Definition of Key Concepts
2.2.1 Tourism
The World Tourism Organization states that ‘tourism comprises the activities of
persons traveling to and staying in places outside their usual environment for not
more than one consecutive year for leisure, business and other purposes not related
to the exercises of an activity remunerated from within the place visited’ (WTO,
1905). According to Beech and Chadwick (2006), Macintosh and Goeldner(1986),
Hunziker and Kraph (1942) and Feuler (1905), tourism is a collection of activities,
services and industries which deliver a travel experience comprising of
transportation, accommodation, eating and drinking establishments, retail shops,
entertainment businesses and other hospitality services provided for individuals or
groups travelling away from home.
2.2.2 Tourist
A tourist is defined as “a visitor who travels to a country other than that in which he
or she has his or her usual residence for at least one night but not more than one year,
and whose main purpose of visit is other than the exercise of an activities that
7
represent the cultural history of the host communities (Tanzania Tourism Policy,
1999).
2.2.3 Hotel
A hotel is a commercial establishment providing lodging, meals, and other services
to the guest. The Oxford English Dictionary online defined a hotel as an
establishment providing accommodation, meals and other services for travellers and
tourists by the night. According to Mackenzie and Chan (2009), a hotel is an
establishment held out by the proprietors as offering sleeping accommodation to any
person, who is able and willing to pay a reasonable sum for the services and facilities
provided. Hotels and Catering Economic Development Committee (2008) also
defined a hotel as an establishment of a permanent nature, which consists of four or
more bedrooms, and offers bed and breakfast on a short term contract and provides
certain minimum standards of services. The hotel industry generally comprises of all
forms of business relating to the provision of accommodation, food and drinks,
entertainment and various types of such services that are interconnected to satisfy
tourist needs.
2.2.4 Quality
According to the Oxford dictionary, quality means the degree of excellence of
something. Yet quality means the degree to which a commodity meets the
requirements of the customer at the start of its life (ISO, 9000). ISO 8402-1986
standard defines quality as the totality of features and characteristics of a product or
service that bears its ability to satisfy the stated or implied needs. Quality services in
tourism can be defined as the satisfaction of the entire legitimate product and service
8
needs, requirement and expectations of the consumer at an acceptable price in
conformity with the underlying quality determinants such as safety and security,
hygiene, accessibility, transparency, authenticity and harmony of the tourism activity
concerned with its human and natural environment (WTO, 2003).
The late American Management Guru Peter F. Drucker stated that, “Quality in a
product or service is not what the supplier puts in, it is what the customer gets out
and is willing to pay for.” The American Heritage Dictionary, (1996) defines quality
as ‘A degree of excellence; and the American Society for Quality states; ‘Quality is
the ‘Totality of characteristics which act to satisfy needs’. According to
Crosby(1979), quality is conformance to requirements’. Juran (1974) denotes that
‘quality is fitness for use’. We also read from Feigenbaum (1983) that ‘Quality is
the customer's opinion’.
The American Society for Quality puts quality as ‘the totality of features and
characteristics of a product or service that bears on its ability to satisfy given needs’.
Lehtinen (1982) identified two sets of quality dimensions; to be ‘process quality’ and
‘output quality’. He stated that they are both inherent in all services and combined to
form service quality.Every customer has an ideal expectation of the service they
want to receive when they go for such a product or service. A product or service is
called quality if it meets expected standards. Quality acts as a relative global value
judgment (Parasuramanet al. 1985).
2.2.5 Service Quality
Service performance has reached the level that guest expected. It is a way to manage
9
business processes in order to ensure total satisfaction to the customer on all levels
(internal and external). Service quality is defined as a comparative function between
customer expectations and actual service performance (Parasuramanet al. 1985).
They further continued to define service quality as the ability of an organization to
meet or exceed customer expectations. It is an approach that leads to an increase of
competitiveness, effectiveness and flexibility of the entire company.
Without doubt, service quality is an important factor of customer satisfaction.
However, in the hotel industry measuring of service quality is complicated, because
service itself is an intangible product which can be evaluated differently by each
individual (Kandampully, 2007). A customer is someone who buys goods and
services from a business, who has expectations to be fulfilled. For this study
customers include guests residing in any of the tourist hotels in Arusha. Erto and
Vanacore (2002) highlighted that a customer is the recipient and judge of the service
in terms of added value and quality. They continue highlighting that the customer is
actively participating in service process, and at the same time, he is seen as a
consumer of a service as well as an evaluator of service received. In this research,
regardless of the type of service, customers use basically the same general criteria to
evaluate the quality of service. It means quality customers service will be attained
only if the same customer attains satisfaction. With the same product or service,
some customers compliment it high quality, but to others it is bad or only so-so.
2.3 Theoretical Literature Review
2.3.1 The Determinants of Service Quality
Quality of service is one of the critical success factors that influence the
10
competitiveness of an organization. Authors like Berry et al. (1985); Johnston and
Lyth(1991) and Sasseret al.(1978) agreed that customers’ expectations are rarely
concerned with a single aspect of the service package but rather with many aspects.
Parasuraman et al. (1985) provided a list of ten determinants of service quality.
These determinants are access, communication, competence, courtesy, credibility,
reliability, responsiveness, security, understanding and tangibles. In the same year
Berry et al. (1985) added that although with variances in service from one service
industry to the next, they believed the determinants of service quality in most (if not
all) consumer service industries are included in this list.
However, Johnson et al. (1990) after testing the comprehensiveness of Parasuraman
et al. (1988) suggested 12 determinants of service quality which are access,
appearance, availability, cleanliness/tidiness, comfort, communications, competence,
courtesy, friendliness, reliability, responsiveness and security. Still, Johnston and
Silvestro (1990) went on adding the customer’s perspective to 12 service quality
characteristics. This led to the identification of an additional five more service
quality determinants: attentiveness/helpfulness, care, commitment, functionality,
integrity.
Grönroos (1990) assumed six criteria of perceived good service quality:
professionalism and skills; attitudes and behaviour; accessibility and flexibility;
reliability and trustworthiness; recovery; reputation and credibility. These authors
and many others who have theorized service quality dimensions appear to have
based their work on Parasuramanet al. 1988 work. Their five dimensions for service
quality, i.e. tangibles, reliability, responsiveness, access and empathy are the most
11
acknowledged and applied in diversity industries (Saghier and Nathan, 2013).
2.3.2 Measurements of Service Quality
Service quality is vital to all organizations. Many service strategies are implemented
to achieve customers’ service quality expectations. Although there are several
models (scales) for the measurement of service quality and the satisfaction of
customers, they are often too generalized and as such hard to apply in the hotel
industry. Service quality is conceptualized and measured by a number of models.
Performance-based model of service quality (SERVPERF) was developed by Cronin
and Taylor (1992). SERVPERF measures service quality based only on customer
perceptions of the performance of a service provider’s attitude, (Cronin and Taylor,
1994).
LODGQUAL has been regarded as a specific application for the hotel industry
(Getty and Thompson, 1994). It indicates that LODGQUAL was developed as a
derivative of SERVQUAL and has applied dimensions similar to SERVQUAL.
LODGQUAL was a measure used to assess service quality based on customer
perceptions or a service provider’s performance in the lodging industry. Mei et al.
(1999) used the SERVQUAL instrument as a foundation and then developed a new
measure including eight new items that specifically pertain to the hospitality
industry, subsequently referred to as HOLSERV.
Furthermore, Mei et al. (1999) also developed a new scale of service quality in the
hotel industry called HOLSERV, with three dimensions: employees, tangible and
reliability. In addition, Saleh and Ryan (1999) reported five dimensions of service
12
quality that differ from those in the SERVQUAL model: conviviality, tangibles,
reassurance, avoidance of sarcasm and empathy. Moreover, Oberoi and Hales (1990)
suggested that service quality plays an important role in conference hotels in the
United Kingdom and report that its perception has dimensions, which are tangibles
and intangibles. Knutson, et al.(1991) developed another instrument, LODGSERV,
which was designed to measure customer expectations of service quality in the hotel
industry through the application of SERVQUAL as a foundation. DINESERV model
was developed by Stevens et al. (1995) to measure service quality in restaurants. It
denotes 29 items and five SERVQUAL dimensions.
A series of researchers who adapted the SERVQUAL scale and confirmed that there
were different dimensions and constructs of service quality in the hotel industry. For
example, based on the SERVQUAL model, Knutson et al. (1990) developed an
instrument called LODGSERV and found the same dimensions of SERVQUAL:
reliability, assurance, responsiveness, tangibles, and empathy in a descending order
of importance. Another model DIVEPERF was developed by O’Neill et al. (2010) to
assess perceptions of diving services. It consists of SERVQUAL dimensions and 27
items. However, all of the above models represent modifications of the
SERVQUAL instruments, aiming to improve its original methodology.
It is further explained that service quality is an ability of an organization to meet or
exceed customer expectations. It has also been defined as the customers’ overall
impressions of an organization’s services in terms of relative superiority or
inferiority (Johnston, 1995). Further, service quality is considered to not meet but to
exceed customer expectations, and should include a continuous improvement
13
process (Lloyd, Walker and Cheung, 1998). Service quality measures how well a
service is delivered compared to customer expectations. Businesses that meet or
exceed expectations are considered to have high service quality.
Service quality was originally cultivated in the marketing context in which the
customer was the focal point of the movement. Investigating the service quality
development, Gronroos (1993) argued service quality had been developed based on
the confirmation/ disconfirmation concept of service quality he introduced in the
“perceived service quality” model in 1982. The notion of the model (Figure 2.1)
explained that the perceived service quality was the result of comparing the real
experience with the expectation of a customer before consuming the service. The
model is illustrated in Figure 2.1. The perceived service quality is positive when the
experience goes beyond the expectation and vice versa, when expectations are not
met.
Figure 2.1: The Perceived Service Quality Model
Source: Gronroos, 1990 cited in Gronroos, 1993
MarketingImageWord of MouthCustomer Needs
Expected Quality
Experienced Quality
Outcome/Technical Quality
WHAT
Process/Functional
Quality
HOW
Total Perceived Quality
Image
14
SERVQUAL was developed by Parasuraman, Zeithamal and Berry (1988) as a tool
of identifying service quality shortfalls. This model is based on the premise that
customers can evaluate a firm’s service quality by comparing their perception of its
service with their own expectations. The model measures customer expectations and
perceptions of service quality. The quality gap (Q) is calculated by subtracting the
expectation (E) from the perception (P) value i.e. P-E=Q. Summation of all the Q
values provide an overall quality rating which is an indicator of relative importance
of the service quality dimensions that influence customers’ overall quality
perceptions.
The conceptual model study of Parasuraman et al. (1985) primarily presented 10
determinants which included reliability, responsiveness, competence, access,
courtesy, communication, credibility, security, understanding/knowing the customer,
and tangibles. In their succeeding study, they developed the gap model called
SERVQUAL (Parasuraman et al. 1988). After several reviews the same scholars in
their research in 1988 redefined service quality as a global judgment or attitude
related to the overall excellence.
The term judgment as used in this definition refers to perception of the guest against
their expectations (Nadiri and Hussain 2005). The measurement of perceived service
quality has been widely studied by Parasuraman, Zeithaml and Berry (2006). They
came up with the tool called SERVQUAL for evaluating a guest assessment of
service quality (Kandampully 2007). Notwithstanding its popularity and widespread
application, SERVQUAL has been subjected to a number of theoretical and
operational criticisms (Carman, 1990, Cronin and Taylor, 1992, 1994, Cuthbert,
15
1996, Lee et. al, 2000, Snipes and Thomson, 1999 etc..).
Nevertheless, SERVQUAL is a concise multiple-item scale with good reliability and
validity that retailers can use to better understand the service expectations and
perceptions of consumers and, as a result, improve service. This model has
extensively been used in various studies (Gabbie and O’Neill, 1997; Tsang and Qu
2000; Gržinic, 2007; Bagherian, 2007; Wadawi, 2008). This indicates that the model
is well accepted within the field and hence was adapted in this study.
2.4 Empirical Literature Review
The information obtained from the empirical research of a study serves to support
and provide evidence for the stated problem and the accompanying research
questions. Accordingly, service is less tangible than a product; the major portion of
service quality is found within the delivery. However, customers’ expectations play
an important role, since the expectations concerning service significantly differ from
those referring to products. Moreover, customer’s expectations vary according to the
service type. The importance of customers’ expectations highlights the fact that
product quality represents its ranking according to established standards. When
consumers assess product or service quality, it is performed according to internal
standards, actually the expected quality of service. Therefore, the expectations are
internal standards upon which the consumer ranks the quality of delivered service
(Ljubojevis, 2004).
Prabha et al. (2010) did a study on service quality in the public service in Maurtius.
Their survey captures customers’ expectations of an excellent public service and
16
compares these with their perceptions of the service delivered by a particular public
service department. Gi-Du and Jeffrey (2004) conducted a study on service quality
dimensions; an examination of Gro¨nroos’s service quality model. The results from a
cell phone service sample revealed that Gro¨nroos’ model is a more appropriate
representation of service quality than the American perspective with its limited
concentration on the dimension of functional quality.
Fen and Lian, (2005 ) found that both service quality and customer satisfaction have
a positive effect on customer’s re-patronage intentions showing that both service
quality and customer satisfaction have a crucial role to play in the success and
survival of any business in the competitive market. This study proved a close link
between service quality and customer satisfaction. Su et al. (2002) carried a study to
find out the link between service quality and customer satisfaction, from their study,
they came up with the conclusion that, there exists a great dependency between both
constructs and that an increase in one is likely to lead to an increase in another. Also,
they pointed out that service quality is more abstract than customer satisfaction
because, customer satisfaction reflects the customer’s feelings about many
encounters and experiences with service firm while service quality may be affected
by perceptions of value (benefit relative to cost) or by the experiences of others that
may not be as good.
Watiki (2014) studied on service quality and customer satisfaction in hotel in
nairobi- Kenya and concluded that the service quality dimensions have different
impact in influencing customer satisfaction. Reliability dimension was found to have
the highest impact followed by Empathy and Tangible. Responsiveness and
17
Assurance were seen to influence customer satisfaction the least. However, all the
five dimensions were highly rated and it was concluded that the rated Hotels offers
high quality of services in all the five major areas. Kumar et al. (2009) used the
SERVQUAL model in a research to determine the relative importance of critical
factors in delivering service quality of banks in Malaysia (Kumar et al. 2009 ). After
they carried out their study they realized that there are four critical factors;
tangibility, reliability, convenience and competence. These variables had significant
differences between expectations and perceptions with tangibility having the
smallest gap and convenience has the largest gap. They ended up with the
recommendation that banks need to be more competent in delivering their services
and fulfilling the assurance of customers and providing the banking services more
conveniently (Kumar et al. 2009 ).
Other studies examined on the quality of service standards and related factors in
tourist hotels in Arusha, Tanzania, the researcher noted that managers’ and guests’
perceptions on service quality standards differ significantly; and management
practices influence significantly the service quality standards in tourist hotels in
Arusha Mbise, (2012). In addition, in Dar es Salaam, Mkama, (2015) did a study on
service quality in tourist hotels in Tanzania and found that many hotels lack
emergency medical services; tourist customers think it is an important service.
2.5 Conceptual Framework
This study conceptual frameworkis developed based on the literature review. Figure
2.2 shows the relationship between quality customer service and dimensions of
quality customer service.It indicates that perceived QUALITY SERVICE is the
18
result of the customer’s comparison of service expectations together with service
performance. These are the dependent variables which are depend on the service
quality dimensions., or rather RATER model
expected service with perceived service. It is quite possible that the relative
importance of five determinants in shaping customer expectations may differ from
their relative importance to customer perceptions of the delivered service. However
the general comparison of expectations with perception is suggested by (Gronroos
1992, Lehtinen and Lehtinen, 1982) and supported by respondents in the study.
Thus, customers in this study are those who consume the services. Satisfaction
denotes customer’s desire to maintain a business relationship with the organization
and it is also the feelings of the customers towards the services provided to them by
the organizations.
Figure 2.2: Dimensions for Service Quality
Source: From Field Data (2017)
There are five dimensions of customers’ expectations and perceptions of hotel’s
performance. Perceived service quality is the function of the magnitude and
-Reliability-Assurance-Tangibles-Empathy-Responisi- veness
ServiceExpectations Quality
service
ServicePerformance
Visiting Tourists
SERVICE QUALITY DIMENSIONS
PerceivedService Quality
19
direction of the 5 perceptual dimensions. These five determinants are presented here.
Reliability denotes the ability to perform the promised service dependably and
accurately whereas Assurance refers to knowledge and courtesy of employees and
their ability to inspire trust and confidence. Tangibles refer to the appearance of
physical facilities, equipment, personnel and written materials.
Moreover, Empathy refers to caring, individualized attention the firm provides its
customers and Responsiveness comprises willingness to help customers and provide
prompt service.Parasuraman et al (1985) had defined "service quality" as the degree
and direction of discrepancy between customers' perceptions and expectations, and
defined "perceived service quality" as the gap between customers' perceptions and
expectations - a measurement of service quality. However, perceived service quality
is not viewed as a separate construct, but rather as an aggregate of several dimension
or components.
Customer’s perception, expected service and perceived service are among of the
components in the framework that have direct implications to perceived service
quality. Customer’s perceptions of the service process are divided into two
dimensions: technicality quality - the outcome dimension, or what the process leads
to for the customers as results of the process. Functionality quality - the process
dimension, or how the service process functions. However, the framework
demonstrates that perceived service quality is a result of the comparison of
customer’sperceptions about service delivery process and the actual outcome of
service. Customer normally buys from the firm that offers the highest customer
perceived value. Moreover, service quality is one of the key factors of customer
20
loyalty which play a role as a value component in order to gain customer loyalty and
profitability.
2.6 Chapter Summary
This chapter presented various published and unpublished researchandarticlesrelated
to determinants of quality customer service in tourist hotels. Specifically, chapter
two reviewedthe independent variable of determinants factors to quality customer
service and dependent variables quality service as well as intervening variables. This
paper also described definition of basic terminologies and theoretical aspects of
customer service. Furthermore the researcher reviewed empirical literature to portray
different researches that have been conducted on the role of strategic leadership
towards organizational performance.
21
CHAPTER THREE
3.0 THE STUDY AREA AND RESEARCH METHODOLOGY
3.1 Introduction
This chapter presents the study area and research methodology. Research
methodology encompasses research design, target population, sampling procedure
and sample size, sources of data and collection methods and data analysis
techniques. Yet the chapter presents validity and reliability of the research
instruments and ethical considerations. Finally, the chapter gives summary of the
chapter.
3.2 The Study Area
This study was conducted in Arusha Municipality. Geographically, Arusha
Municipality is within a mountainous land that influences the area to experience a
favorable and friendly environment to the residents and all people coming in as
travelers or tourists. Socially, Arusha Municipality is occupied by Tanzanian
communities and foreigners who work in various organizations, including the
presence of the United Nations’ Residual Mechanism for International Criminal
Tribunals, East African Community Headquarters, East and Southern African
Management Institute, East, Central and Southern African Health Secretariat.
The city of Arusha is also the headquarters of the African Court on Human and
Peoples' Rights, International Postal Union and the famous Arusha International
Conference Center, hosting many international meetings. All these make Arusha a
cosmopolitan town that brings different nationalities together in one place. The city
is located on the northern circuit near to the greatest national parks and game
22
reserves in Africa, including Serengeti National Park, Kilimanjaro National Park,
Ngorongoro Conservation Area, Arusha National Park, Lake Manyara National
Park, and Tarangire National Park. These parks contribute much to the economy of
Tanzania and the city of Arusha (Sharma, 2007).
Counting on the features mentioned,Arusha city has become a popular tourism hub,
that is, a stopover and gateway to tourist attractions and safaris, thus influencing
investment opportunities including accommodations settings. In addition, Arusha has
become a cosmopolitan city hosting domestic and international businesses, the
opportunity the researcher sees as an attracting factor to invest into more hotels to
cater for the incoming visitors. With this the researcher is motivated to select
Arusha as an area of study to achieve her goals.
3.3 Research Design
The research design is described as the overall plan according to which the
respondents of a proposed study are selected, as well as the means of data collection
or generation (Welman et al. 2005). According to Kothari (2009), research design is
a plan, a road map and blueprint strategy of investigation conceived so as to obtain
answers to research questions; it is the heart of any study. The design helps the
researcher to get relevant data to achieve the objectives of the study. This employed
a cross-sectional descriptive design to study quality customer service, a case of
hotels in Arusha city. Bickman and Rog (1998) argued that descriptive studies can
answer questions such as what is or what was.The descriptive study is mostly
preferred because it demonstrates associations or relationships between variables to
be analyzed.
23
3.4 Study Population
A study population is the aggregation of elements from which the sample is actually
selected. It is a set of cases or group members that have common characteristics
(Saunders et al. 2009). In this study two populations were considered and these
included the population of customers who visited hotels in Arusha municipality and
service providers who offered service to customers including managers. According
to MNRT, Tourism Division- Arusha Zone office Accommodation Inventory report
(2009), the Arusha municipality has almost 80 tourist hotels. At least 30% of the
total population is representative (Borg and Gall, 2003). The population of
customers included both local and foreign tourists. They were interviewed to help in
achieving answers to the study questions and objectives. Information regarding
customers and service providers was obtained from 12 hotels inArusha Municipality
that essentially provide accommodation and meals/drinks services to its customers
(Table 3.1).
Table 3.1: A Description of the Study Population
Population Target PopulationForeign and Domestic tourists visiting hotels in Arusha.
Tourists residing in hotels in Arusha city.
All employees including managers from tourists’ hotels in Arusha.
Managers and other employees working in tourist hotels in Arusha city.
Source: Research Data, (2017)
3.5 Sampling Procedures
Sampling is a process or technique of choosing a sub-group from a population to
participate in the study. It is the process of selecting a number of individuals for a
24
study in such a way that the individuals selected represent the large group from
which they were selected (Ogula, 2005). Sampling refers to the selection of a subset
of persons or things from a larger population, also known as a sampling frame (Scott
and Morrison, 2007), with the intention of representing the particular population
(Gall et al. 2007; Neuman, 2011).
To ensure the elements selected were representative of the population, this study
used a simple random sampling technique in selecting employees to be involved in
the study. Random sampling technique is simple and easy to use and makes the
research process simpler and faster (Orotho, 2003). It was anticipated that because of
hotel working shifts, the researcher foresaw that the employees may not present
during the study, thus decided to use random sampling to involve only those on shift
at a time of study.
A purposive sampling was used to select hotels. To justify hotels selected, the only
available Accommodation Establishments Inventory (2009) from Tanzania Tourist
Board was used to select hotels in Arusha. The researcher applied purposive
sampling to select managers. This form of sampling is often used when working
with small samples such as case study researches, even when one wishes to select
cases that are particularly informative (Neuman, 2005). For tourists who participated
in the study a convenience sampling technique was used. A convenience sample is
simply one where the units that are selected for inclusion in the sample are the
easiest to access. For this reason, respondents were selected because of their
willingness and their proximity toparticipate in the study. This method was
25
extremely fast, easy, readily available, and cost effective.
3.5.1 Sampling Frame
Basically, a sampling frame is a complete list of all the members of the population
that a researcher wishes to study. Findings to the population are defined by the
sampling frame. The sample is carefully selected to be representative of the whole
population with the relevant characteristics. Neuman(2007), defined sampling as the
selection of a subset of persons or things from a larger population; known as a
sampling frame (Scott and Morrison, 2007), with the intention of representing the
particular population. Hereunder, a sampling frame is shown.
Table 3.2: Hotels and Capacity
S/N Name of Hotel Hotel Tag
BedCapacity
Total ServiceEmployees
1. Graceland Hotel GLH 58 232. Hotel Aquiline Ltd HQL 65 253. Jevas Hotel JH 32 124. Lush Garden Business Hotel LGBH 43 175. McElly’s Hotel MEH 44 206. Natron Palace Hotel NPH 60 307. Outpost Lodge OPL 30 168. Pamoja Expedition Lodge PEL 41 119. Premiere Palace Hotel PPH 57 1510. Rich Hotel RH 37 1511. Tulia Boutique Hotel & Spa TBS 26 1012. Venice Hotel VH 50 15Total 420 209
Source: Research Data, 2017
3.5.2 Sample Size
Sample size refers to the number of items to be selected from the population to
constitute a sample (Kothari, 2009).Benefits of using a sample, according to Mitchell
and Jolley (2007), is to save costs and time. The sample was carefully selected to be
26
representative of the whole population with the relevant characteristics. According to
Mugenda and Mugenda (2003), a sample size of between 10 and 30 percent is a
good depiction of the target population. According to the Arusha City
Accommodation Inventory Report (2009), there are more than 80 tourists’ hotels in
the Arusha City.
By using the above percentage formulaprovided byMugenda and Mugenda (2003),
the researcher took 15% of the total hotels (80 hotels) to determine a sample size,
which are 12 hotel firms to cover the study. In order to get the sample size of
employees, the study used 17 % of 209 employees from 12 hotels which is equal to
36 employees.Therefore, the sample size for this study was (108) respondents.
Hotels employees were 36 who were selected randomly from each section of the
hotel. In order to capture detailed information about quality service in the study, the
researcher selected purposively 12 hotel managers. However, the researcher used 60
tourists to cover the study who were conveniently selected (Table 3.3).
Table 3.3: Sampling Frame
S/no
Respondents Target population
Sample size
Sampling technique
1 Hotel employees 420 36 Random2 Hotel managers 209 12 Purposive3 Tourists 12 60 Convenience
Total 641 108
Source: Researcher’s Computations, 2017
3.6 Sources of Data
Data can be defined as the quantitative or qualitative values of a variable. It is
believed that data is the lowest unit of information from which other measurements
27
and analysis can be done (Kothari 2004). Data in itself cannot be understood and to
get information from the data, one must interpret it into meaningful information. In
this study two sources of data were used to collect data which were secondary
sources and primary sources.
3.6.1 Secondary Sources
Secondary data is defined as data which has already been collected by someone else
and which was already passed through statistical processes (Kothari, 2009). For this
study secondary data was collected through library research and documentary
analysis, published past research papers and peer reviewed papers.
3.6.2 Primary Sources
Primary data represents original data that is collected by the researcher for the
purpose of his or her own study (Welmanet al. 2005). Primary sources of
information are those sources that provide first-hand accounts of the events,
practices, or conditions one is researching for. It is more reliable, authentic and
objective. Primary or original data was collected by the researcher through
questionnaires, interview and observation which are elaborated well in the data
collection methods.
3.7 Data Collection Methods
Data collection is a systematic process in which the researcher collects information
to achieve the research purpose and objectives. The instrument used to collect the
data depends on the research design (Burns and grove, 2001). In a quantitative study
any number of strategies can be adopted when collecting data and these can include
28
interviews, questionnaires, attitude scales or observational tools. For this study
methods included observations, interviews, questionnaires, physical artifacts and
documentary literature review.
3.7.1 Questionnaire
In this study, data was collected by using questionnaires. A questionnaire is a tool
for collecting and recording information about a particular issue of interest. It is
mainly made up of a list of questions, but should also include clear instructions and
space for answers or administrative details. Monetteet al. (2011) regarded a
questionnaire as a way to collect data in a survey research that contains recorded
questions that people respond to directly on the questionnaire form itself, without the
aid of an interviewer. According to Kothari (2004) a questionnaire gives respondents
adequate time to give well thought answers; and yet they are relatively easy by
which the researcher can administer the questions and collect a considerable amount
of information. In this study questionnaires were administered to hotel guests and
employees.
3.7.2 Interview
An interview is a primary source of data. In this study, face to face interviews were
applied because of their advantages over questionnaires. It allows researchers to
probe for particular responses, clarifications and confirmations of information from
the respondents. This method provided the researcher with an opportunity to meet
respondents in each hotel at different times for selected 12 hotel properties that were
involved in the study.
3.7.3 Direct Observation
29
According to Kumar (2005), observation is a purposeful, systematic and selective
way of watching and listening to an interaction of the study as it takes place. The
researcher had an opportunity to observe the kind of services offered and the attitude
of both tourists and staff towards service.
3.7.4 Documentary Literature Review
Documentary analysis involves obtaining data from existing documents without
having to question people through interview, questionnaires or observe their
behavior.Mbalase (2014) argued that, documentary sources are private and public
documents which provide a rich source of data. In this study the researcher used
different books, journals, libraries and articles from electronic sources in order to
enrich the topic of the study.
3.8 Data Analysis, Interpretation and Presentation
Orodho (2004) defined data analysis as a process of systematically searching and
arranging transcript, field notes, data and other materials obtained from the field with
the aim of increasing ones understanding of them and enabling one to present them
to others. Why do we analyze data? The purpose of analyzing data is to obtain
usable and useful information. The analysis, irrespective of whether the data is
qualitative or quantitative, may describe and summarize the data, identify
relationships between variables, compare variables, identify the difference between
variables and forecast outcomes.
The study used both secondary and primary data. The primary data was collected
using research questionnaire. All returned questionnaires were numerically coded to
30
maintain anonymity. Quantitative data was analyzed using statistical package for
social sciences (SPSS) version 20.0 and data obtained was also displayed using
tables. The data was also displayed using descriptive statistics such as frequency
distributions, percentages and averages. The contingency table and test of
association used to evaluate various characteristics of the responses. Qualitative data
was analyzed through content analysis. In this study content analysis used to analyze
data collected through interviews. Qualitative data was presented through preparing
compilation sheets, flowcharts, diagrams or matrices.
3.9 Validity and Reliability of the Research Instruments
3.9.1 Validity of the Research Instruments
Validity is the ability of an instrument to measure what is intended to measure.
According to Mugenda and Mugenda (1999), validity is the accuracy and
meaningfulness of inferences, which are based on the research results. It is the
degree to which results obtained from the analysis of the data actually represent the
variables of the study. In this study the researcher looked into the content and
constructs validity of the research instrument.
Moreover, Polit and Beck (2004 ) narrated that a valid instrument is the one which
has undergone a validation procedure to show that it accurately measures what it
aims to, regardless of who responds, when they respond, and to whom they respond
or when self-administered and whose reliability has also been examined thereby. By
that the researcher conducted a pre-test to the questionnaire prior to data collection to
enhance its validity. Pre-testing of research instrument is done to determine its
feasibility and validity (Brink and Wood 1998). This was also done by submitting
31
the questionnaire to one of the hotels with characteristics similar to the sampled
hotels. Therefore the questionnaire was assessed for face validity and content
validity.
Face validity refers to whether the instrument appears as though it is measuring the
appropriate construct (Polit and Beck, 2004). Yet, the researcher ensured validity, by
further sharing the details and structure of the research instruments with the
supervisor for analysis, for cross-checking and affirming that indeed the research
instrument captured the full concept of the study and objectives and if there were
irregularities that could have hindered data analysis, a refine of instrument would
then have been conducted to suit the study.
3.9.2 Reliability of the Research Instruments
Reliability is a measure of the degree to which a research instrument yields
consistent results or data after a repeated administration (Mugenda and Mugenda,
2003). The reliability of the instrument will be achieved when the same results are
obtained when used consecutively for two or more times. In this, the questionnaire
was tested by pre-testing a questionnaire in one of the hotels with characteristics
similar to the sampled hotels.
Equivalence reliability was achieved by presenting similar questions and statements
to each participant across the respondents. The composition of questionnaires
allowed collecting data from a large target population. The closed questions that
were included allowed exploration to a wide range of factors influencing service
32
quality. The questionnaire items were measured using a five-point likert rating scale.
3.10 Ethical Considerations
Cooper and Schindler (2008) defined ethics as the norms or standards of behavior
that guide moral choices about our behavior and our relations with others all through
the research stages.According to Anderson (2015), a researcher should follow the
recommended steps and guidelines when conducting research in a responsible and
ethical way. In this study the researcher from the early stages of the study had
complied with the ethical guidelines as described by the Open University of
Tanzania. The research permit was sought from the Open University of Tanzania and
that the study only took place after the permit was provided.
The researcher obtained consent from the research participants. Informed consent
means that participants comprehend the information and have the power of free
choice, enabling them to consent or decline participation in the research, Polit and
Beck (2004). The researcher introduced herself to the respondents indicating her title
and position. Detailed explanations of the nature, the purpose of the study and the
importance of their participation were given. They were assured that participation in
the study was voluntary and failure to comply would not result in any penalties. The
researcher gave the respondents her contact address in case they needed to contact
her regarding the study and their participation.
The researcher committed herself to maintain anonymity and confidentiality.
Anonymity is the process of concealing the identity of participants in all documents
resulting from the research. Confidentiality is about protecting the individual from
potential harm when research results are made public Saunders et al. (2009).
33
Personal details of the respondents were kept secret and were published in aggregate
form so that individual respondents would not be identified. The researcher refrained
from discussing the responses with others.
3.11 Chapter Summary
This chapter presented the research methodology and the study area used in this
study. The research was conducted in Arusha city involving 12 tourist hotels. The
study employed a cross-sectional research design to establish the relationship
between the different variables of the study. Purposive, convenience and random
sampling techniques was used to select sample for the study, and a sample size of 12
hotel firms was obtained. Both secondary and primary sources of data were used in
the study, involving collection of both qualitative and quantitative data. Research
instruments used in data collected included questionnaires, interviews, direct
observation and documentary literature review.Data analysis, validity and reliability
of research instruments and ethical considerations are also provided.
34
CHAPTER FOUR
4.0 DATA ANALYSIS AND PRESENTATIONS
4.1 Introduction
This chapter presents the findings and analysis of the data obtained from the field.
The chapter starts by presenting socio-demographic characteristics of the
respondents. It further presents information on quality of services provided to
tourists in Arusha City. This is followed by presentation of the findings on the
challenges facing hotels in provision of quality service and measures applied by
hotels to overcome challenges.Finally, the chapter summary is provided.
4.2 Socio-Demographic Characteristics of the Respondents
This section presents demographic characteristics of the respondents. The
characteristics identified included age, gender, level of education, occupation,
marital statusand nationality of the respondents. This information is useful because it
highlights various features or profiles of tourists who are visiting Tanzania as well as
employees of hotels under the study.
4.2.1 Nationality of the Respondents
The study sought to find out whether respondents were Tanzanians or Non-
Tanzanians. The results showed that, 37.1% of the respondents were Tanzanians and
62.9% were Non–Tanzanians. This supports the information on the increase of
international tourist arrivals and its benefits to the country in general
(International Tourist Arrivals to Tanzania, 2011-2013). According to World Travel
and Tourism- Tanzania Investment Report (2015), factors which contribute to the
35
growth of tourism growth in Tanzania is the rapid economic growth, peace and
stability and marketing strategies that relate also with the expanding accommodation
and leisure services. Likewise, with attractive, affordable offerings and targeted
marketing by travel and tourism operators the industry is set to expand domestic
tourism too.
Table 4.1: Nationality of Tourists
Measure Category Frequency PercentagesNationalityof Tourists
Tanzanian 13 37.1Non-Tanzanian 22 62.9
Total 35 100.0Source: Research Data, 2017
4.2.2 Gender of the Respondents
In this part the researcher established the gender of the participants as shown in
Table 4.2. It shows from the table that male tourists accounted for 48.6% and that of
female tourists was 51.4%. The table also indicates that male employees who
participated in the study accounted to 38.1%, while females were 61.9%.
Table 4.2: Gender of the Respondents
Measure Gender TotalMale Female
1. Tourists Frequency 17 18 35Percentage 48.6 51.4 100
2. Employees Frequency 9 16 25Percentage 38.1 61.9 100
Source: Research Data, 2017
With the information in Table 4.2, it is obvious that female employees’ outweighed
males. However, according to the UNWTO Women Report in Tourism (2010),
36
tourism presents both opportunities and challenges for gender equality and that being
the case; it will contribute to the overall quality of the tourist experience, with a
considerable impact on profitability and quality across all aspects of the industry.
4.2.3 Age of the Respondents
It was important to investigate the age of tourists and employees because of the
diverse implication each age group has on social settings which then have an impact
on their expectations of the hotel services. The researcher established the age group
of the respondents as presented in table 4.3a and 4.3b.
4.2.3.1 Age of the Tourist Respondents
Table 4.3a shows that 42.9% of the total tourists interviewed were of the age
between 18-29 years, while 31.4% were of the age group between 30-44 years,
17.1% tourists were between the ages of 45-60 years, and 3 respondents aged above
60 years old, equal to 8.6%.
Table 4.3a: Age Group of Tourists
Age groups Frequencies Percentages1. 18-29 15 42.92. 30-44 11 31.43. 45-60 6 17.14. 60 and above 3 8.6
Total 35 100.0Source: Research Data, 2017
4.2.3.2 Age of the Hotel Employees Respondents
Understanding the age profiles of respondents is of vital importance as far as
37
job/work performance in any organization is concerned. Regarding the age of
respondents, result of the study indicates that, hotel employees of the age group 26 -
35 years represented the highest employment group which accounted to 48%,
followed by 40 % of the respondents with age group of 18-25 years, while 12%
constituted the agegroup of 45-60 years.
Interestingly, the study showed that respondents whose age ranges from 26 -35 are
significantly many, young and energetic, therefore the people in this group are
productive. Such findings are in line with Skirbekk, (2003) who found that older
individuals are less productive; thus, aging working population can lower economic
growth and decrease fiscal sustainability. The results of this s study are in line with
the URT report of 1991 that the most economically active and productive group in
Tanzanian is between the ages of 15 to 64 years. Therefore, the hotel managers need
to employee more youth whose age ranges from 25 - 35 for the purpose of increasing
the performance of the hospitality industry.
Table 4.3b: Age Group of Employees
Age groups Frequencies Percentages1. 18-25 10 402. 26-35 12 483. 36-60 3 12
Total 25 100Source: Research Data, 2017
4.2.4 Marital Status of the Respondents
This section presents marital status of the employees’ respondents, as it is
established in Table 4.4.The table revealed that, most of the employees were single,
38
constituting 60% of the total respondents whereas 36% were married employees,
while widowed employees were at 4%. Since the hotel industry is a labor-intensive
sector, and that working conditions in the sector can be very different from those in
other service industries,findings suggest that, working in the hotel industry for
married respondents may have more challenges than for single ones as far as work–
life balance is concerned(Deery and Jago, 2009).
However, the married respondents basing on the researcher observation are
performing better in their work as they have a number of dependents in their
families, expecting for promotion to raise income (salary) that act as a motivation
tool which affects their family dependents.Such findings concur with Seung-min
Ryu, et al., (2002) who did an “Analysis of the relationship between marital status
and family structure and on-the-job productivity” and found that married workers
achieve better performance than single workers. Additionally, in the similar study
the author shows that single male officers who will marry in the future perform
better than single officers who will remain single in the future.
Table 4.4: Marital Status of the Respondents
Marital status Frequency Percentage1. Single 15 602. Married 9 363. Widowed 1 4
Total 25 100Source: Research Data, 2017
4.2.5 Education Level of the Respondents
Respondents were asked to specify their education level. In any sector of the
39
economy, education plays an important factor. It is true that tourism sector involves
interactions with many nationals with different cultural backgrounds making
education a vital quality. Thus, understanding the educational levels of the
respondents under study was an important factor in assessing their skills and
knowledge for judging service quality levels. Results in (Table 4.5) show that most
of the employees (52%) had certificate level of education and 16% had diploma
level.
However, the study shows that no one had university education.This implies that
majority of employees interviewed were able to read and understand the
questionnaires used in this survey properly, thus were able to provide correct
answers. Moreover, the findings indicate that, many hotels inArusha region has a
significant number of employers with little education that can probably affect job
performance and probably provision of quality services to its potential customers and
other stakeholders. The findings corroborate with Thomas& Feldman, (2009)who
predicted that education level is positively related to task performance.
Table 4.5: Education Level of Respondents
Education levels Frequency Percentage1. Primary level 3 12.02. Secondary Level 5 20.03. Certificate 13 52.04. Diploma 4 16.0
Total 25 100.0Source: Research Data, 2017
4.2.6 Occupation of the Respondents
Data regarding occupation of respondents were collected using an open ended
40
question.Staff positions in hotels vary greatly depending on the type of hotel. In
general staff were placed into three different categories which were administration,
guest services and support staff. Administration positions ranges from managers to
secretaries. Guest services involved staff who cares for the guests directly such as
room attendants, waiter/waitress and receptionists. Finally, the support staff looks
after the hotel itself such as plumbers, gardeners, and electricians. Results in Table
4.6 presented the sampled staff involved in providing service to customers directly or
indirectly.
Table 4.6: Occupation of Respondents
Occupations Frequency Percentage1 Receptionists 9 36.02 Waiters 8 32.03 Room Attendants 9 32.0
Total 25 100.0 Source: Research Data, 2017
4.2.7 Working Experience of the Respondents
Table 4.7: Working Experience of Respondents
Years Frequencies Percentages1. Less than 2 years 4 162. 2-5 years 12 483. 5-10 years 4 164. 10-15 years 3 125. Over 15 years 2 8
Total 25 100Source: Research Data, 2017
The study revealed that, respondents were generally well spread across age, gender
and marital status, and education level. Work experience plays a vital role in
41
assessing service quality. Work experience help employees to develop the character
that is needed to execute their work. Employees were askedhow long they had
worked. The results revealed that majority of the respondents (48%)had worked for
2-5 years (Table 4.7).The results also indicated that, the organization has good and
sufficient employees with experience and with credible information to their
customers and other stakeholders.
4.3 Determinants of Quality Customer Service as Perceived by Tourists
This section presents the findings on the hotel services such as the general hotel
outlook, the reception, restaurants and bars and from guest rooms. This section
presents results of the first objective which assesses the quality of customer service
in tourist hotels in Arusha city. Respondents were asked to rate the factors on a scale
of 1 to 5; 1 = not satisfied at all, 2 = dissatisfied, 3= moderate satisfied, 4 = satisfied
and 5= highly satisfied. Five rates in theLikert Scale were used to interpret the
respondent’s responses. According to the scale those factors that were not considered
as determinants at all were awarded 1, while those which tourists perceived highly
contributing to service quality were awarded 5. Within the continuum are, 4 for
tourists being satisfied, 3 for moderately being satisfied. The mean, that is, weighted
average, and standard deviation were used to analyze the data from the responses
received.
4.3.1 Tourist Perceptions on General Outlook of Hotels
The study assessed the quality of service as perceived by a hotel guest in relation to
the general outlook of the hotel. The physical features of the hotel was grouped
together to form a general product’ and it complimented the core products that hotels
42
deliver to its customers (Table 4.8).
Table 4.8: Tourist Perceptions on General Outlook of Hotels
Attributes of the Area Number Mean Std. Deviation1. Hotel design and outlook 34 4.03 1.0582. Location, accessibility and
visibility35 4.03 .985
3. Parking space 32 3.72 1.0854. Environmental and landscaping 33 3.97 .9845. Security and safety 34 4.12 .9466. Availability of additional
services:(E.g. business center, gym, etc.)
30 3.07 1.172
7. Others 8 2.63 1.768Source: Research Data, 2017
According to the researcher’s analysis of this study, factors with a mean between
0.5 and 1.5 were not at all factors to service quality, those factors with a mean
greater than 1.6 but less than 2.5 were somewhat not determinants to service quality.
From Table 4.5, there was no score between 0.5 and 1.5, therefore all the factors
mentioned above influenced quality customer service. The factor that scored a mean
greater than 2.6 but less than 3.5 was availability of additional services (M= 3.07).
The factors with a mean greater than 3.6 but less than 4.5 were likely influencing
service quality and that included parking space (M= 3.72), environmental and
landscaping (M=3.97);Location, Accessibility and Visibility (M=4.03). Hotel design
and outlook also accounted at (M=4.03). The factors with a mean greater than 4.6
are termed as highly attracting determinants to service quality. From the above table,
security and safety stood at a Mean = 4.12.
The standard deviation was used to analyze the responses. It was worked out that the
43
higher the standard deviation, the higher the level of dispersion among the
respondents. Among the seven factors rated, the standard deviation for three factors
was less than 1 meaning there was a general consensus by the respondents as regard
to these factors. The remaining four factors had a standard deviation of more than 1,
meaning there was no consensus among the respondents.
4.3.2 Tourist Perceptions on Service Quality in the Front Office Department
The hotel front office section is the area in the hotel that represents the entire hotels’
service delivery. Hotel front office is the most visible department of the hotel where
customers have their first face to face interactions when they arrive, hence creating
first impressions. It is also where they last leave the hotel. Hogan (2006) in his
thesis presented that front office staff are the nerve center of hotels, and the front
office is essential to keep up with what is happening in all areas of the hotels.
Tourists were asked to evaluate the quality of serviceoffered in the Front Office
(Table 4.9).
Table 4.9: Tourist Perceptions on Front Office Department
Attributes of the Area Number Mean Std. Deviation1. Welcome feeling and comfort 30 4.23 .7742. Speed check-in and check-out 35 4.49 .7023. Staff appearance and self-presentation 34 4.35 .7344. Language fluency and proficiency 35 4.34 .9385. Reliability of guest services 34 4.32 .7686. Accurate and reliable information 35 4.23 .9737. Value for money 34 4.26 .8648. Staff telephone manner 33 4.03 .9519. Convenient and reliable reservation 34 4.24 .85510. Handling complaints 32 4.06 .91411. Hotel information system 31 4.13 .846
44
12. Personality 29 4.38 .728Source: Research Data, 2017
Results revealed that front office service performance scored between M= 4.03 and
4.49, meaning that front office services had the attributes that are considered most
important towards service quality. To be more precise following the impressions of
service quality,tangibility (how well the hotel staff aredressed); reliability (accuracy
of information, ability to resolve problems encountered by guests);
responsiveness(convenience of making the reservation, promptness of
check-in/checkout process, telephone manners, hotel information system); assurance
(security and safety of guests); and empathy (personality, caring andindividualized
attention), Front office services were rated to be acceptable and satisfying. The
standard deviation of all the twelve elements rated at less than one, showing that
there was a consensus among the respondents towards the quality of service at the
front office.
4.3.3 Tourist Perceptions on Service Qualityin the Restaurant and Bar
Departments
Table 4.10: TouristPerceptions in Restaurant and Bar Departments
Attributes of the Area Number Mean Std. Deviation1. Welcome feeling and comfort 28 4.14 1.0082. Menu variety 29 4.17 1.1043. Reasonable prices 30 4.33 .6614. Variety of drinks and wines 31 4.32 .8325. Staff appearance and self-presentation 31 4.19 .946
6. Language fluency and proficiency 30 4.20 1.2157. Health and dietary consideration 34 4.15 .9588. Quality, color, taste and presentation of
food34 3.85 1.158
9. Service techniques and styles 35 3.80 1.25610. Time management 34 3.68 1.249
45
11. Billing and cashier procedures 32 4.19 1.03012. Handling complaints 28 4.14 1.145
Source: researcher, 2017
The Hotel’s Food and Beverage Department contributes much to the hotels revenue
despite having great challenges in meeting guest expectations. The department also
operates through unstable costs due to the nature of items it deals with, which are
food and drinks, the former being affected by the continuous changes of prices
affected by market issues. In this study the findings regarding the perception of
tourists on the determinants of service quality in the area is presented in Table 4.10
Following the dimensions of service quality attributes, tangibility (staff appearance
and self-presentation, variety of food and drinks and reasonable prices); reliability
(time management,handling complaints, service techniques and styles);
responsiveness (service techniques and styles, language fluency and proficiency);
assurance (quality, color, taste and presentation of food,billing and cashier
procedures, safety and security); and empathy (health and dietary
consideration,confidence to guests); it indicates that guests were generally satisfied
with the quality of service they received. However, findings of this study
showedthatsome factors including time management (M=3.68); service techniques
and styles (M= 3.80) and quality, color, taste and presentation of food (M=3.85),
scored low among other service quality factors. All these factors are key attributes
to quality service.
Therefore it should be the concern of managers to find the causes of such results and
therefore take immediate measures to improve the situation.The standard deviation
46
of four determinants among twelve, scored less than one, meaning there was a
consensus among respondents on these factors towards assessing the quality of
service in the department. The remaining eight factors ranked more than one, the
least spreading from the mean at S=1.008 (Welcome feeling and comfort), while the
highest spreading up to S= 1.256 (Service techniques and style) from the mean.
4.3.4 Tourist Perceptions on Service Quality in Guest Rooms
Hotel guests spend most of time in their rooms, making it a more demanding product
as far as service quality is concerned. Despite of its high Perishability characteristic,
hotels depend much on room revenues, hence much attention and investment is put
into rooms to achieve business goals and guest satisfaction. Table 4.11presents the
results on the perception of tourists on the determinants of service quality in hotels’
guest rooms.
Table 4.11 Tourist Perceptions in Hotel Guest Rooms
Attributes of hotel guest rooms Number Mean Std. Deviation
1. Room ambience and decor 30 4.27 .9442. Comfort 33 4.39 .8643. Cleanliness of rooms 33 4.03 1.2124. Guest room supplies 33 4.21 1.0835. Quality of furniture and fittings 33 3.97 1.1856. Room repair and maintenance 34 3.91 1.2157. Room extra amenities 34 3.76 1.0468. In-room safety and security facilities 31 4.16 .9349. Staff appearance grooming and
presentation 31 4.06 1.093
10. Staff courtesy and professionalism 29 4.28 .99611. Language fluency and proficiency 26 4.12 1.071
Source: Research Data, 2017
47
The findings indicated that tourists ranked the determinants for quality service in
Guest Rooms to be satisfying, all factors scoring between M=3.6 and M=4.5. Room
comfort scored the highest mean of 4.39. On the other hand, ‘room extra amenities’
scored the lowest mean of 3.76. Some of the guests commented on this, that rooms
lacked internet accessibility. Yet, there was no 24hrs running hot water; guests had to
re-schedule their bath time.
Moreover, ‘room repair and maintenance with M=3.91 was also complained at
especially at having faulty bathroom fittings, some guests complained of sub-
standard in-room furniture and fittings.It was reported that in some rooms door locks
were not properly locking, one had to spend some minutes to ensure the door locked
well before getting into bed. As a result these factors scored less compared to other
factors as seen from the Table 4.11. All these hindered assurance of service quality
from this section. Parasuramanet al. (1988) described that customer service
assurance contributes to service quality that the customer is receiving from an
organization. With the findings above it leaves the researcher to argue that guest
rooms service quality must be improved so as achieve guest satisfaction and increase
hotel revenues. Table 4.11 also shows the standard deviation of 4 factors regarding
service quality in rooms, clustered closely around the mean having
(.996, .944, .934, .864). However, the remaining 7 factors spread far from the mean
with ranges of scores from 1.046 to the farthest deviation of 1.215.
4.3.5 Tourist Perceptions on Service Quality
The study tried to find out, whether tourists were either highly satisfied or not
48
satisfied with the quality of service offered by hotels in the study areas; with µ = 3
standing for Neutral (neither satisfied nor satisfied at all); values above 3 being
satisfied and below 3 being not satisfied at all, by using a two-tailed test and
.
Table 4.12: Tourist Perceptions on Service Quality
Assessed Areas Number Mean Std. Deviation
Std. Error Mean
1. General Hotel Outlook 35 3.90 .922 .1562. Restaurant and Bar 35 4.09 1.061 .1793. Guest Room 35 4.07 1.099 .1864. Front Office 35 4.25 .694 .117Source: Research Data, 2017
Table 4.12 show means of each part of the hotel, with General Outlook of Hotels
having the lowest mean of 3.90 while Front Office having the highest mean of 4.25.
This concludes that the quality of service at the Front Office of Hotels as perceived
by tourists was highly maintained, hence contributing to high level of guest
satisfaction as to when compared to the quality of service perceived by the same
tourists from the general outlook of hotels.
Table 4.13: Tourist Perceptions on Service Quality
Test Value = 3
49
Assessed areas t dfSig.
(2-tailed)Mean
Difference
95% ConfidenceInterval of the
Difference
Lower Upper1. General Hotel
Outlook5.775 34 .000 .900 .58 1.22
2. Restaurant and Bar
6.056 34 .000 1.086 .72 1.45
3. Guest Room 5.767 34 .000 1.071 .69 1.454. Front Office 10.649 34 .000 1.249 1.01 1.49Source: Research Data, 2017
Table 4.13 shows that guests surveyed had a significantsatisfaction with the hotels
areas,t(34) = 5.755, p = .001 on General Hotel Outlook; t (34) = 6.056, p = .001 on
Restaurant and Bar; t (34) = 5.767, p = .001 on Guest Room and t (34) = 10.649, p
= .001 on Front Office. This is proved statistically significant when the value
between lower and upper does not involve zero value. As seen in the column of
confidence interval of the difference, in the table above, there’s no zero value so our
data is statistically significant. According to the evidences obtained by the
researcher, the findings shows that pbeing less than .05 and mean being greater than
3 means that the quality of service offered by hotels is at satisfying level.
4.4 Quality Customer Service as Perceived by Employees
Table 4.14: Quality Customer Service as Perceived by Employees
Attributes assessedFrequency Percentage
Yes No Sometimes Total Yes No Some
times Total
Do you understand the concept of service quality
19 2 - 21 90.5 9.5 - 100
Did you attend any service quality training before
17 4 - 21 81.0 19.0 - 100
50
Attributes assessedFrequency Percentage
Yes No Sometimes Total Yes No Some
times Total
Are you provided with necessary working materials and equipment
12 8 - 20 60 40 - 100
Is there any openness and good channels to address your requests across all levels of organization
13 6 - 19 68.4 31.6 - 100
Have you ever had complaining customers, who feel they deserve better
12 1 8 21 7.1 4.8 38.1 100
Are you getting any reward out of salary
4 7 8 19 21.1 36.8 42.1 100
Are you allowed to make decisions about customer service
10 5 4 19 52.6 26.3 21.1 100
Source: Research Data, 2017
Hotel employees are key service providers. They cook for guests, they register
guests at the reception, they clean guestrooms and they serve drinks frombar of the
hotels. Moreover, there are still other employees who do not directly meet guests for
their services offered, but support service delivery by seeing that processes and
systems, and the structures conformto customer service quality. Hence the views of
hotel employees towards quality customer service were important. For this, different
questions were asked including whether employees understood of what service
quality was and if any training was provided. Moreover, questions relating to the
provision of service materials and equipment, quality service motivational factors
and factors pertaining to leadership style were also asked. All these accounted as
determinants towards service quality asked to employees from the sampled hotels.
51
4.4.1 Understanding of Service Quality
It seems that a large number of employees were found to be knowledgeable of
service quality elements with 90.5% and most of them had attended training on
service quality before being employed with 81.0%. This shows that a great
percentage of understanding camefrom attending training about service quality. This
complied with the response shown by tourists’ perceptions that the quality of service
in hotels was generally good. However, the provision of working materials and
equipment scores constituted differences between the results. This suggests to the
researcher that much more is required from the management to the provision of
adequate service equipment and materials so as to upgrade standards of service and
ease service delivery.Adequate working materials and equipment are a great factor
that leads to quality service.
The results on the factor ‘Openness and good channels on addressing employees
requests across all levels of organization’ regarding service quality as seen intable
4.14above was at a percentage of 68.4% saying ‘Yes’; and that of employees ‘being
allowed to make decisions about quality customer service’resulted scores of 52.6%
saying ‘Yes’. From the study the researcher sees trust and empowerment from the
hotels’ top management to staff regarding service delivery was a result of training
provided by hotels and employees’ high level of understanding of service quality
elements.
However, the same management did not consider giving any reward to its employees
out of their normal salaries, despite employees committing themselves towards
52
providing quality service. This is reflected from the table above showing that
‘Rewards out of salary’ factorstood with 36.8% of employees, saying ‘No’ and
‘Sometimes’ 42.1%. This concludes that majority of employees had not been
receiving any reward out of their normal salaries. By this the researcher sees that
lower pays could lead to high staff-turnover, inconsistency service delivery, increase
on recruitment and training costs, which if not taken care of, could lead to poor
standards of service. This has been also reflected on employees’ satisfaction in
working at a particular hotel (Table 4.19), where it showed that most employees
were ‘fairly satisfied’ working in these hotels.
4.4.2 On-Job-Training to Employees
On-the-job training is normally the most effective approach to training employees.
Employees learn in an environment in which they will need to practice the
knowledge and skills taught in the on-the-job training. The study looked on how
often on-the-job-training was conducted to employees to improve work
performance.The employees training on yearly base had 46.2%, while twice a year
had 23.1%, the least. This finding shows that employees received on-the-job-training
about service quality almost once in a year; and when on-job-training was sufficed
with college training employees had attended before being employed and as shown
in (Table 4.15), it implies that there’s adequate knowledge about service quality
hence leading to the provision of quality service in most of the hotels visited.
Table 4.15: On-Job-Training to Employees
Intervals of training Frequency Percentage1. Less than quarterly 4 30.8
53
2. Twice year 3 23.13. On yearly base 6 46.2
Total 13 100.0Source: Research Data, 2017
4.4.3 Methods of Handling Guest Complaints
Customers are much more likely to complain about bad service than they are to
compliment good service. It is therefore essential that all individuals working in this
versatile industry are aware of the most common complaints lodged by unsatisfied
customers – and also know how to handle them in a professional, yet satisfactory
manner.Methods used to handle guest complaints can lead to guests being satisfied
or dissatisfied towards service provided. However, while each hotel works towards
guest satisfaction, yet complaints do happen. Hence, hotels ought to find the best
ways to handle such complaints. Guest complaints can be handled either directly by
service providers or they can be forwarded to superiors. In whichever way,
complaints must be handled well and to the best satisfaction of guests.
Table 4.16: Methods used to Handle Complaints
Methods of handling complaints Frequency Percentage1. Give solution by your own 11 57.92. Forward them to your superiors 8 42.1
Total 19 100.0Source: Research Data, 2017
Table 4.16 shows that complaints are mostly handled by the employees themselves
with 57.9% while 42.1% ticked forwarding complaints to the superiors to get
solutions. By these findings therewas quickness on the solutions of the complaints
through the employees. It is suggested that the quickness of solutions from
54
employees is a result of adequate training and work experience of employees. Even
though, the researcher is not sure if these complaints were handled to the best
satisfaction of the guest, especially from the employees who gave solution by their
own. Despite that tourists complimented the level of service to be generally good,
this cannot be taken to mean complaints were handled to the satisfaction of guests,
there are more factors considered when solving guest complaints, such as the hotel
policies, the intensity of the complaints, supervision levels, and others. The study did
not work in this area. This may be taken as a case for further study.
4.4.4 Organization Working Procedures
The researcher tries to establish on how employees get to know the organization
working procedures, by looking on what instruments managements of hotels offer to
their employees. This can play a big part to the provision of quality service.Table
4.17 shows that training sessions and meetings each having 30% score were more
used by management to provide awareness to its employee about their organization
working procedures, while 25% held for all the three procedures being used by
management and 15% used organizational manuals to get. These findings show that
most of the managements usedone mechanism or the other to bring awareness to the
hotels working procedures; that is why there’s awareness and understanding of
service quality issues, resulting to the provision of quality service.
Table 4.17: Organization Working Procedures
Working procedures tools Frequency Percentage1. Organizational manuals 3 15.02. Training sessions 6 30.03. Meetings 6 30.04. All 5 25.0
55
Total 20 100.0Source: Research Data, 2017
4.4.5 Employees’ Information Accessibility
This section explains the availability of information and the way employees get
information that they need to make immediate and good decisions towards service
delivery. It appearedthat information was accessible and available at 50% and 35%
commented that information is very accessible and available (Table 4.18).
Information is power. Employees’ accessibility to information regarding service is a
way to improve service delivery and hence a determinant to service quality. This is
why there’s great satisfaction from the guest as it is seen in the analysis of guest on
the quality of service providedby hotels.
Table 4.18: Accessibility of Information on Service DeliveryInformation accessibility Frequency PercentageVery accessible and available 7 35.0Accessible and available 10 50.0Limited access and availability 2 10.0Not accessible and available 1 5.0Total 20 100.0Source: Research Data, 2017
4.4.6 Employees’ Job Satisfaction at a Particular Hotel
Overall job satisfaction is actually a combination of intrinsic and extrinsic job
satisfaction. Intrinsic job satisfaction is when workers consider only the kind of
work they do, the tasks that make up the job. Extrinsic job satisfaction is when
workers consider work conditions, such as their pay, coworkers, and supervision.The
study tried to establish the general job satisfaction level of employees in hotels
where they are working; the aim was to enable the management know if the job
56
environment experienced reciprocated job satisfaction among employees.
Table 4.19: Employees’ Job Satisfaction
Satisfaction levels Frequency PercentageVery satisfied 9 47.4Fairly Satisfied 10 52.6Total 19 100.0Source: Research Data,2017
The results from the study indicated a lesser difference between very satisfied and
fairly satisfied(Table 4.19). Employees who found job satisfaction to be ‘fairly
satisfied’ had 52.6% while 47.4% were very satisfied. This gives an alert to the
management to work on factors to enhance employees’ job satisfaction so that they
may not lose them. Losing employees for these reasons spreads a bad word of mouth
thus damaging the business of the hotel.
Challenges Facing Tourist Hotels in the Provision of Quality Customer Service
In service, quality is defined as a measure of how well the service level delivered
meets customer expectations, Lewis and Booms (1983).The challenges of service
quality management are well captured in the words of Berry and Parasuraman
(1997)that, ‘the task of improving service in organizations is complex.It involves
knowing what to do on issues such as technology, service systems, employees’
selection, training and education, and reward systems. It involves knowing how to
implement these actions and how to transform activity into sustainable improvement.
Table 4.20: Challenges Facing Tourist Hotels in Providing Quality Customer
Service
57
Statement Com
plet
ely
Dis
satis
fied
Dis
satis
fied
Mod
erat
e
Satis
fied
Com
plet
ely
Satis
fied
Fr % Fr % Fr % Fr % Fr %1. Leadership style 1 4 1 4 15 60 4 16 4 162. Working equipment 0 0 5 20 11 44 5 20 4 163. Work schedules 1 4 4 16 8 32 8 32 4 164. Training 1 4 8 32 10 40 4 16 2 85. Communication at all levels 0 0 3 12 5 20 9 36 8 326. Empowerment to employees 0 0 6 24 8 32 8 32 3 127. Motivation 0 0 6 24 11 44 4 16 4 168. Rewarding style 3 12 9 36 8 32 3 12 2 89. Performance appraisal 2 8 3 12 9 36 10 40 1 410. Job satisfaction 1 4 6 24 11 44 3 12 4 16
Source: Research Data, 2017
58
Organizations therefore work extremely hard to create a promise of that experience
and work even harder to make sure they deliver on that promise.During data
collection employee respondents were asked on the challenges they face in the
provision of quality customer services. Questions touched ten areas whereby the
percentage of respondents and their comments, whether satisfied or dissatisfied
towards elements asked is presented in Table 4.20. A moderate score opportunity
was also provided. Challenges and measures to address such challenges as noted by
respondents, is also provided.
4.5.1 Leadership Style
Leading means getting people together to achieve goals(Rauch and Behling,
1984).Managers should be committed to service quality and employ an empowering
leadership style that can create a transformational climate that conveys their
commitment to quality service to their frontline employees. The findings showed
that 32% of the service providers commented to be satisfied with the leadership style
in the hotels they worked in.
On the other hand 60% remained neutral; suggesting to the researcher that leadership
was just fair. However, 8% of the respondents were not satisfied by the leadership
style in place. With these results, the researcher found it that majority of employees
were not very much pleased with the leadership in place. It was pointed out at this
stage, that there was no adequate leadership/employees involvement, that shared the
organization's values, that made employees understand clearly their roles in the
organization that brought about more job satisfactionand as a result leading to less
commitment of employees’performance.
59
4.5.2 Working Equipment
Working tools and equipment are important items needed for hotel business. They
are used during food preparation, cooking and serving. They are also used in the
cleaning process, as well as at the reception. These tools and equipment increase
efficiency and save time. Thefindings show 44% of the respondents commented to
have being provided with working equipment but just adequate, while 36% were
satisfied as they were being provided with adequate working equipment. However,
20% of the employees admitted to be providing service with inadequate equipment
including in-house laundry unit and kitchen machines. Moreover, the receptions did
not possess any software units, likewise in the restaurants and bars. This was a
challenge towards the provision of quality service.
4.5.3 Work Schedules
Creating an employee work schedule that meets the business needs and employee
desires can be a big challenge. Hotels and lodging establishments have peak hours,
high seasons, part-time employees, and a variety of job positions to schedule and
multiple shifts to cover.The findings showed that majority of employees, 48% were
satisfied with work schedules in place,32% found the schedules being just fair.
However, 20% of the respondent employees were not happy with their work
schedules. In some hotels work schedules did not consider time offs and work load.
One hotel respondent went saying they sometimes absented themselves and when
they were back they were not asked.
4.5.4 Training
At this point the researcher wanted to know if training was a challenge to service
60
quality. A number of hotels conducted training to their employees as the results
show, having more than 50% commending on the good work hotels do as regard to
training. However, the results yet confirmed that training was still a challenge, as
36% of the respondents were dissatisfied on the matter. Some of the respondents
commented not to be receiving any training at all as individuals, yet others
complained being there favorites when it came who to train. This was also noted by
respondent managers through interviews who said that thereare mushroomingof
training schools, which did not offer good training, thus increasing a number of
substandard service providers who now are in the market for employment. The
importance of proper training to all staff cannot be ignored in the service industry.
4.5.5 Communication at all Levels
Dwyer (2005) defined communication as the process whereby people within an
organization give and receive messages and it has significant effect on employees’
job satisfaction. In the sampled hotels the results suggest that there are normal levels
of formal communication from down to up, and from up to down between
employees and managers, meaning that employees accept the current communication
situation, standing at 68% supporting the communication flow. Results in Tables
4.17 and 4.18 on‘Organization working procedures’ and ‘employees’ information
accessibility’respectively still proves that communication at all levels in the sampled
hotels is not such a challenge to hindering the provision of quality service. Even
though, 3% of the respondents commented not to be satisfied with the
communication system in the hotels they work at, attracting management to
emphasize on effective communication at all levels, for improved service quality.
61
A few guests reported faulty room amenities such as door locks, leaking taps and
shower system.Failing to make some repair to faulty facilities; couldbe a result
ofinformation not being delivered to maintenance department, hence communication
breakdown between department and department.Parasuramanet al. (1988) described
that customer service quality is assured to what the customer is receiving from the
organization. A problem of language especially English was also noted to be a
barrier to some service providers.
4.5.6 Empowerment of Employees
Employee empowerment means turning over decision-making responsibilities and
authority to employees. The results showed 32% of the respondents gave a
fairscore to management regarding empowering employees. Moreover, a 42%
score was revealed by workers who were satisfied by the extent managements
empowered them. However, 24% of the respondents showed to have not being
satisfied by how managements empowered them to perform tasks at optimum
levels.Based on the findings the results suggest that empowerment of employees
is a challenge to some extent, and therefore management of the hotels still need
to focus on that in order for employees deliver quality service.
4.5.7 Motivation
Cherry (2014) defines motivation as ‘the process that initiates, guides and maintains
goal-oriented behaviors. The researcher wanted to know from the employees if they
were motivated to achieve goals.The results revealed that 44% of the employees find
are fairly satisfied in the way they were motivated to accomplish tasks whereas 32%
were satisfied by the motivational approaches used by hotel manager to achieve the
62
hotel’s desired goals including service quality.
Nevertheless, 24% of the employeescommented to be dissatisfied by the motivation
approaches used by hotels to achieve goals. However, the findings concur with
results by Wanjiku (2013) who found that the employee related factors in perceived
service quality in the studied hotels include motivation, behavior and attitudes,
orientation and training and etiquette. The researcher noted that employee motivation
plays an important role in the kind of services delivered to customers.
4.5.8 Rewarding Style
Rewarding is an important tool for ensuring ongoing service quality in business.
Thestudy wished to know if the rewarding style was a challenge to an employee’s
performance. From the findings in Table 4.20, majority of employees set out to be
dissatisfied with the rewarding style the employers offer, constituting 48% of all
respondents in the study. Further 32% of the respondents judged a fair reward being
offered, while 20% were satisfied with what was being offered. One hotel manager
indicated that hospitality companies are increasingly finding it difficult to attract and
retain qualified candidates willing to attract standard wages. Yet some employers
commented on salary scales to be not clear and workers being demoralized because
of undefined salary scales.
4.5.9 EmployeesPerformance Appraisal
Dessler (1997) defines performance appraisal as any procedure that involves setting
work standards, assessing the employee’s actual performance relative to these
standards, and providing feedback to the employees with the aim of motivating that
63
person to eliminate performance deficiencies or to continue to perform above par.
The researcher asked employees on whether performance appraisal was conducted at
their work place and with clear defined criteria. The findings showed that 44% of the
respondents were satisfied on how performance appraisal was conducted and that it
helped them improve their work performance.
Respondents who rated the matter with a fair score were at 36%. With this level of
rating the researcher suggests either the exercise wasn’t satisfactorily performed
according to set criteria and hence were not sure how helpful it was towards
improving their performance. Yet, 20% of the employees involved in the study
reported to be not satisfied with the whole exercise. This leaves to mean that there
are problems as regards to performance appraisal in some hotels. Narban,et al.
(2016) in their studies noted that performance appraisal thus becomes all the more
critically important in service industries than in other type of industries.
4.5.10 Job Satisfaction
Job satisfaction is simply the level of contentment a person feels regarding his or her
job. The most widely accepted theory of job satisfaction was proposed by Locke
(1976), who defined job satisfaction as ‘a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experiences’.Tack (1999) agrees with
Tosi (2000) by stating that, ‘satisfied employees are confident and work with
positive attitude in an organization.Following this study employees were asked if job
environment was influencing job satisfaction’. Findings revealed that some
employees, 28% experienced job satisfaction while the same score (28%) gave
results of not having good job experiences. Yet, another result of 44% did not give
64
a definite answer on their job satisfaction. This neutral result re-occurred as reflected
also in table 4.19, where more employees showed to feel ‘fairly satisfied’ when
asked on how they experienced job satisfaction levels.
4.6 Measures to Address Challenges Facing Tourist Hotels in Providing
QualityService
4.6.1 Participatory Leadership Style
Leadership is an important function of management which helps to maximize
efficiency and to achieve organizational goals. Basing on the solutions that were
given by respondents it was suggested that managers are supposed to invite and
encourage team performance, play top-down communication of organization roles
and encourage staff to work hard. This will bring about employees knowing their
roles and thus work towards organizational goal achievement. This will also create
their motivation and develop job satisfaction for service quality improvement.
4.6.2 Availability of Working Equipment
Generally, the findings gave a picture that hotels still faced a problem in the
provision of working equipment. Suggestions were provided insisting to managers
to provide adequate and relevant working tools and equipment. For example most of
the reception desks were found not in use of any of Property Management systems,
credit card machines and the like. This was also suggesting also to restaurants and
bars. Respondents commented for the provision of such equipment that would
improve significantly the quality of service.
65
4.6.3 Flexible Work Schedules
Another factor that managers or supervisors were advised to work on seriously was
on the flexibility of work schedules. Even though, hospitality deals with high
employee turnover and demanding clientele, many employees are looking for work
flexible working hours. It was noted that providing flexible work options that
considered time-offs requests, overtime pays and work load, labor rules can
help provide an incentive for employees to stay with organizations in the long-term,
reduce unauthorized absences, and eliminate unnecessary overtime costs and
ultimately help build employee morale; hence improve customer service.
4.6.4 Training of Staff
Staff training is essential in many ways; it increases productivity while employees
are armed with professional knowledge, experienced skills and valid thoughts. It also
motivates and inspires workers by providing employees all needed information at
work as well as it helps them to recognize how important their jobs are (Wang,
2008). Results from the interviewed respondent’s shows that regular on job training
are the most useful tool that can enhance competence of service providers in the
hotel sector.
Most of employees (managers) demonstrated the significance for the official
arrangements of on job trainings for hotel staff as the way forward for improvement
of service provision in the sector. Respondents also emphasized that there is the need
for proper training schools with relevant curriculums; they urged that the Ministry of
Natural Resources and Tourism (MNRT) should review curriculum of tourism and
hospitality courses offered under the National College of tourism to suit the need of
66
the market and hotel sector in general. The ministry has also to examine the validity
of measures available in making sure that all schools and college adhere to relevant
and quality training in order to produce quality and standards expert.
On the other hand managements need to know that the aspect of training is a
managerial practice which needs to be continuous.The above findingsconcurs with
results by Nestoroska, and Petrovska (2014) who in their study found that staff
training in hospitality sector is very important for continuous training for the
currently employed staff, and for new employees, as well. Due to high competition,
they need to upgrade their skills, in relation to the job positions. A scope of training
courses should include different programs with a wide range of issues that meet the
industry standards, and can lead to employee’ professional development and
improved service quality delivering.
4.6.5 Communication
Parasuramanet al. (1988) described that customer service quality is assured to what
the customer is receiving from the organization. Communication has been a tool to
achieve quality service from front line service providers to top managers. Interview
results show that, one of the barriers to quality service provision in the hotel sector in
the study area was language, especially English language and proper communication
among the hotel staff. Most of the hotel managers of studded hotels emphasized that
one way to overcome the problem is through proper recruitment, whereby proper
English and other language speaking and listening skills shall be tested and be taken
as an advantage for employment in the hotel sector.
67
However, some of the managers highlighted that since the inseparability of service
provider and consumer (hotel quest) is difficult, the language competence and
effective communication need to be strengthened in the hotel sector as effective
communication are very useful in service provision. They also said that
communication system in the hotel should be effective as employees are a key
element in this process as they represent the core of communication with hotel
customers.The hotel management needs to develop language proficiency program
and ensure in-house-training for language competence for all staff of hotel in order
to ensure quality service provision in the industry.
Additionally, internal communication has to be effective and strengthened in hotels
as it facilitates service quality. The above results are in line with findings by Kelkay,
Seyoum, and Ali S, (2016) who in their study concluded that communication is at
the heart of all business relationships. Managers must give instructions, feedback,
encouragement, carry-out discipline, and solve problems using interpersonal
communication. There must be constant and clear communication down as well up
within the company. Communication is probably the most important step to achieve
improved satisfaction among employees that consequently leads to increased
customer satisfaction.
4.6.6 Empowerment to Employees
An empowered worker undertakes self-directed activities on behalf of the
organization to improve customer service delivery. In order to ensure that the
employees feel empowered, factors such as communication, motivation,
68
participation, training and reward will lead to stronger productivity and longer
employee retention(Cardinal, 2014). Results from the interview shows that
respondents (managers) demonstrated a commitment to empowering employees
by effectively delegating work and creating trust to take charge of tasks and
show appreciation among workers as a means of empowerment.
One of the respondent suggested that employers need to promotecareer
development through short courses or seminars that will build staff skills as an
attempt to empower them and increase morale to quality customer service.The
findings above agree with findings by Ukil (2016) that in his study concluded that
employee satisfaction and service quality significantly depend on employee
empowerment, and satisfied employees provide better quality service. Silvia, and
Mazdarani, (2008) also in their study found out that employee empowerment
practices enable the employees to influence customers’ perception of service quality
positively, due to their control over the service delivery process, which leads to
customers’ satisfaction. The empirical findings by Shahrilet al (2013), provides
evidence that service guarantees have a positive relationship with empowerment.
Additionally, Sheng-Hshiung, et al (2003) indicated that the more empowerment the
employees perceive the better service quality customers perceive. Moreover,
Tulayet al. (2008) contended that in the labor intensive tourism sector empowerment
applications play an important role increasing the employee’s productivity and
ensuring the organizational efficiency as well as customer satisfaction and quality
service.
69
4.6.7 Motivation to Employees
There are various ways a worker maybe be motivated. These may include to mention
a few, recognition for a job well done, financial incentive, another may appreciate
social esteem, job security, business relationships and respect. Despite that
employees were not asked in what way they were not satisfied, and since there is no
secret formula, no set calculation, it is yet true that a motivated worker provides
better customer service, improves sales and is more likely to stay loyal to the job
longer than the one who is demotivated.
Findings from the interviewed respondents show that motivation of employees is
very significant as far as hotel productivity and service quality is concerned. This is
because majority of hotel managers interviewed replied that in the process of
motivating the workers, hotels owners they need to create and provide an attractive
and motivating work environment that is conducive for the workers. They said that
in today’s dynamic and competitive tourism and hospitality industry, managers need
to recognize and keep well motivated employees to maintain quality standards in
service delivery. Moreover, interviewed respondents indicated that any decisions
about workand job should involve employees with transparent and regular
communication.They emphasized that recognition and trust should be encouraged in
hotels.
Respondents narrated that since service is more labor intensive and since employee
behavior and motivations are among of the key factors in the provision of good
customer service, it is very essential for managements to find out what motivates
their employees and find a way to facilitates it to them.The findings presented above
70
are in support with results by Sandilyan (2012) who noted that the best way to keep
employees well motivated is by means of remuneration and rewards and most
organizations understand and apply this to get the best from their employees.
Carmen (2013)in his study concluded that oneneeds tounderstand that the level of
service given by employees varies significantly due to a number of different factors,
and motivation is only one of these factors. Thus, although the study has proved that
when motivation is studied as one factor, its impact on service quality is notably
important, it is not necessarily the most critical and significant variable. On the other
side of the coin, one must also point that employers and managers in this industry,
should above all recognize that ad hoc and unplanned individual actions to increase
the employees' motivation may not necessarily increase service quality.
4.6.8 Improved Rewards of Employees
Reward system is comprised of financial rewards and non-financial rewards.
Findings indicates that rewarding is a challenge against service quality. Towers
Perrin (2007) conceptualized reward system to consist of compensation (pay and
bonuses), benefits, learning and development and the work environment. With that it
means rewards and incentives in the workplace have benefits for both employees and
employers. Findings from respondent interviewed replied that financial rewards
(basic salary) need to restructured and paid accordingly. Respondents preferred a
common yardstick to salary scales offered to workers in hotels, as most were not
sure if what was offered was right. They mentioned straightforward that good salary
(financial rewards) can enables them to be motivated to work hard and innovatively
to make sure that they deliver standard and quality service.
71
Conversely, managements are required to reconsider on their rewarding patterns
applied in an effort to stimulate employees’ performance, hence improve service
quality. The results above concur with findings by Bustamama et al.(2014), whose
research has proven that there is a significant and positive relationship between
rewards and job satisfaction. Employees who are fully satisfied with their pay will
result in a higher level of satisfaction, and employees who get recognized tend to
have higher self-esteem, more confidence and more willingness to take new
challenges. Similarly, results by Mbise (2012) indicated that well compensated(non-
financial rewards) employeescreate a sense of ownership in the organization and
encourage employees’ loyalty.
4.6.9 Conduct Performance Appraisal
Performance Appraisal is the systematic evaluation of the performance of employees
and to understand the abilities of a person for further growth and development.
Results from interviewed respondents (hotel Manager) indicated that there is an
importance of preparing schedules and conducting performance appraisal in hotel
sectors so as toensure employees’ performance contributes to business objectives,
and be used as part of a holistic approach to managing performance. Hotel managers
replied that they normally conduct periodic performance appraisal to their staff as
the process to ensure quality service provision to their clients and as a criteria for the
workers to be promoted and given a work contract before it expires.
One of the hotel manager commented that performance appraisal is very significant
and they have been doing such an exercise as a human resources tool to evaluate
performance of the staff which eventually affects service provision. Such findings
72
concur with results by Tag-Eldeen and Abdien (2012) who in their study concluded
that there is a significance and positive impact of employee performance appraisal
system on the quality of customer service. Nevertheless, Chand M, (2010) in his
study indicated that managers’ practices including employee performance appraisal
system have a positive influence on the improvement of service quality as well as on
customer satisfaction and hotel performance.
4.6.10 Job Satisfaction
Management’s role in enhancing employees’ job satisfaction is to make sure the
work environment is positive, moral is high and employees have the resources they
need to accomplish the tasks they have been assigned. Respondent’sthrough
interviews said that hotel employees’ job satisfaction is very important to workers
performance and towards provision of quality service to their prospective buyers and
other stakeholders. They said also that job satisfaction determines efficiency of
hotels and other hospitality service providers.
Respondents emphasized that job satisfaction leads to quality performance therefore,
hotel owners and managers need to create a favorable and attractive environment
that leads to job satisfaction. They mentioned that good wages and
salaries,empowerment, training, increased pays, incentive travel, overtime pays, paid
holidays, interesting work environment, job security, appreciation of work done are
among of the things can make them being satisfied with their job which eventually
will lead to quality service provision.Results above are in line with findings by
Sérgio da Borralha (2016) who in their study indicated that satisfaction is crucial to
73
the financial performance and prosperity of hotels and acts a mediator in customer
satisfaction. Contributing to greater satisfaction are factors such as greater autonomy
and independence, greater power of decision making, flexible schedules, better
working conditions, and training.
4.6.11 Chapter Summary
The main goal of this study was to explore determinants of quality customer service
in tourist hotels in Arusha Region.This chapter presented research findings of the
both quantitative and qualitative data analyzed from questionnaire and interviews
which were collected among hotel managers and employees in Arusha Region which
is the hub of tourism in the country. Data collected from 65 hotel employees and 10
managers hotel were presented in form of mean, percentages and tables. Data from
open ended questionnaires and interviews were analyzed using thematic-based
analysis to get results are presented in forms verbal explanations.
However, this chapter presented socio-demographic characteristics of the
respondents. It further gave information on the findings of determinants of quality of
serviceprovided to tourists in Arusha City hotels. This is followed by presentation of
the findings on the challenges facing hotels in provision of quality service and
measures applied by hotels to overcome challenges.Finally, the chapter summary is
provided. This chapter presents findings both quantitative and qualitative data
collected from hotel managers and employees. Socio-demographic characteristics
covered in this chapter include age, gender, level of education, occupation, marital
statusand nationality of the respondents.
74
CHAPTER FIVE
5.0 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter presents the summary, conclusionandrecommendations.
5.2 Summary of the ResearchFindings
This study was conducted in Arusha City with the aim of examining determinants of
quality customer service in tourist hotels. The study used observations, interviews,
questionnairesand documentary literature reviewas data collection procedures. This
study covered120 respondents. The data collected using questionnaires were
analyzed using SPSS and content analysis was used to analyse the data collected
using interviews.The study findings were presented based on the objectives of the
research.
5.2.1 Assessment of the Quality of Service Provided in TouristHotels in
ArushaCity
The study has shows that, the determinants of quality customer service in hotels
sector include location, accessibility and visibility, hotel design and outlook, security
and safety. The findings on the assessment of tourist’s perceptions towards different
department of the hotel in the study arearevealed different perceptions and factors
determining quality service provisions.In the front office department, the study
concluded that, tourists has a positive perceptions towards services offered in the
front office department as the study results revealed that front office service has a
better performance and the attributes that are considered most important towards
75
service quality. In the restaurant and bar department tourists has positive perception
towards services provided such as time management, service techniques and styles
and quality, color, taste and presentation of food. These are among the determinant
factors to quality service in the hotel sector in the region.
However, the study found bizarre in guest rooms which tourists ranked quality
service in guest rooms to be satisfying although some of the guests complained a
number of issues including absences of internet in the rooms, sub-standard furniture
and fittings in the rooms, lack of 24hours running hot water whereby guests had to
re-schedule their bath time, some rooms door locks are not properly locking, guests
had to spend some minutes to ensure the door locked well before getting into bed.
All these hindered assurance of service quality from this section.
5.2.2 Challenges Facing Tourist Hotels in Providing Quality Customer Service
The study found that challenges facing tourist hotels towards the provision of quality
customer service includeleadership style used in hotel sector where many
respondents indicated that there is poor leadership or less employees involvement in
leadership for hotel management; inadequate of employee working equipment in the
provision of quality service; lack of training for employees was also noted as a
challenge in the sector where by respondents are not satisfied on the training matters,
they went further by saying that they never received any training at all as individuals,
yet others complained being there favoritism when it came who to train.
The importance of training to all staff cannot be underestimated in the service
industry. In addition to the above, empowerment of employees, motivation of the
76
employees and rewarding style on the issues of salaries and other remunerations
were addressed as among of challenges facing hotels sectors. Poor performance
appraisalof the employees was indicated also as another challenge in the sector as
majority of respondents reported to be not satisfied with the whole exercise of
performance appraisal in some hotels which eventually can affects quality service
provision in the sector.
5.2.3 Measures to Address Challenges Facing Tourist Hotels in Provisionof
Quality CustomerServices
The study found that there are significant numbers of measures used by hotel
operators ensuring provision of quality services.The study recommends participatory
leadership that, managers are supposed to invite and encourage team performance,
play top-down communication for organization roles. Hotel owners and managers
need to ensure the availability of working equipment for service provision.
Moreover, training of staff and empowerment to employeestoundertake self-
directed activities on behalf of the organizationwill improve morale and increase
customer service.
Furthermore, improvement of employee’s rewards system and motivation to
employees for a job well done, through financial incentive, job security, business
relationships and respect will enhance provision of better customer service.Last but
not least, the study recommends to hotel operators that, they need to adopt a
periodical performance appraisal system. Hotels has to prepare schedules where
performance appraisals will be periodically conducted and all employees be
77
educated on the importance of such exercise and the results of the appraisal be
related with the enhancement of employees’ future performance.
5.3 Conclusions
From the literature review and study findings, this study provides a number of
conclusions. Generally, the study has shown that the determinant factors of quality
customer service in hotels sector include, parking area, variety of menus, time
management, location, accessibility and visibility, hotel design and outlook as well
assecurity and safety. However, in the assessment of tourist’s perceptions towards
different department of the hotel in the study region,different perceptions were
revealed.This includes good services provided in the front office department
whereby study results revealed that front office service has a better performance and
attributes that are considered most important towards service quality.
Similarly, restaurantand bar departments showed good service quality.Nonetheless,
the study found something bizarre in guest roomswhereby tourists ranked quality
service in guest rooms to be satisfying although some of the guests complained of a
number of issues including absenceof in- room-internet access, sub-standard in-room
furniture and fittings, lack of 24hrs running hot water whereby guests had to re-
schedule their bath time, some rooms door locks are not properly locking, guests had
to spend some minutes to ensure the door locked well before getting into bed.
Furthermore, the study concludes that,challenges facing tourist hotels towards the
provision of quality customer services are so many including poor leadership style
used in hotel sector, indicating that there was few employees involved in the
78
leadership of hotel management. Other challenges include inadequacy of employee
working equipment in the provision of quality service; lack of training and
favoritism in employees. In addition to the above, poor performance appraisaland
empowerment of employees, motivation of the employees and rewarding style on the
issues of salaries and other remunerations were also addressed as challenges facing
hotels sectors.Measuresthat can be used to address challenges facing tourist hotels in
providing quality customer service in the study area include applyingparticipatory
leadership, ensuring an effective performance and appraisal systems for employees,
using well-structured work schedules, effective communication systems, ensuring
the availability of working equipment for service provision. Moreover, training of
staff,empowerment and motivationof employees, improvement of employee’s
rewards system and periodical performance appraisal system can facilitate quality
customer service in the hotel sector.
5.4 Recommendations
5.4.1 Recommendation to Hotel Practitioners
i. The study recommends that proper implementation of hotel leadership and
management practices are very significant as it plays a great role in
provision and maintenance of qualitystandard of service provision in the
hotel sector.
ii. Hotel owners and managers should finance training of their employees on
provision of quality service to guest. This will enable staff understanding on
how to provide quality service which has direct impact to customer’s
expectations, hotels revenue and sustainable business.
79
iii. The study recommends that hotels need to develop suitable strategies that
could enhance quality service such as customer centered strategy.
iv. The study further recommends that, hotel operators need to recruit qualified
and experienced staff, increase salary scales and remunerations for the staff;
develop and maintain good communication flow system among the hotel
services providers, owners, managers and clients. Such communication
systems will help management to make follow up during and after service
delivery.
v. Further, the study recommends to hotel operators that they need to adopt a
periodical performance appraisal system for employees at different areas of
service provision of the hotel
5.4.2 Recommendation to Policy Makers
i. The Ministry of Natural Resources and Tourism should put emphasize on
qualifications, conditions and criteria towards recruitment and employment
of the tourist hotel staff from managerial level to technical levels such as
cooks, housekeepers, receptionists and other staff so as to produce good staff
who can offer quality service.
ii. Policy makers may take the findings of this study to design strategies for
improving hotels in Tanzania. However, in order to reduce tourist complaints
in all departments of hotels and service sector of the tourism industry, policy-
makers should design policies focusing mainly on high levels of quality
services.
iii. The study recommends that, the government under the Ministry of Natural
80
Resources and Tourism should ensure that the construction and development
of hotels should observe classification of hotels and grading criteria as
stipulated in the regulations and protocols so as to maintain quality service
and standards. This is because levels of services offered in tourist hotels
depend also on the grading of the hotels
5.4.3 Recommendations for Further Research
In the light of the findings, further research on similar topic is suggested. Similar
study can be conducted in other parts of the world and in Tanzania and more
specifically, in Kilimanjaro, Karatu, Zanzibar and Dar es Salaam for comparison
purposes. This study suggests that the interested future researcher can study this title
“determinants of quality customer service in tourist hotels in Zanzibar, Tanzania.
81
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APPENDICES
APPENDIX I : QUESTIONNAIRE FOR TOURISTS
SECTION A:BACKGROUND INFORMATION OF RESPONDENTS
1. Please mention your country of origin. _________________
2. Please indicate your gender:
Female
Male
3. Please indicate your age group among the age groups shown:
18 and below19-2930-4445-6060and above
4. Are you travelling
Alone With family
5. Please indicate the purpose of your present visit by putting a TICK (√) in the
appropriate box given below:
Holiday/vacationBusiness Conference and meetingVisiting friends and relativesMissionary Education Other ( please specify)
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6. Please indicate how many times you have visited Tanzania. (If not applicable
please go to question No. 10)
Once TwiceThriceMore than ( please specify)
7. If you have visited Tanzania twice or more, which areas did you visit?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
8. What interested you? Please explain briefly:
_________________________________________________________________
_________________________________________________________________
9. Are you expecting to visit other countries? Please specify.
_________________________________________________________________
_________________________________________________________________
10. Please indicate how many times you have visited this hotel.
Once TwiceThriceMore than ( please specify)
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11. If you have visited this hotel twice or more, what interested you? Please explain
briefly:
_________________________________________________________________
12. Which sources help you choose a hotel? Please tick all which apply.
Internet searchWord of mouthTelevision Newspaper /magazinesRadio Others ( please specify)
SECTION B: TOURISTS PERCEPTION ON THE QUALITY OF
HOTELSERVICES
13. General hotel. Please tick (√)
Attributes of the area
Level of quality of services you have received in this hotel
Not satisfied at all Highly satisfied
1 2 3 4 5Hotel design and outlookLocation, accessibility and visibilityParking spaceEnvironmental and landscaping
Security and safety
Availability of additional services: (E.g. business center, gym, etc.)Others: (Please specify)
14. What do you think should be done to improve the general hotel outlook? Please
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explain briefly:
_________________________________________________________________
_________________________________________________________________
15. Front Office. Please tick (√)
Attributes of the area
Level of quality of services you have received in this hotelNot satisfied at all Highly satisfied
1 2 3 4 5Welcoming feeling and comfort Speedy check in and checkoutStaff appearance and self-presentation
Language fluency and proficiencyReliability of guest services Provision of accurate and reliable information
Reasonable room rate/value formoney
Staff telephone manners
Staff professionalismConvenient and reliable reservation Professional complaints handling Utilization of Hotel Information SystemPersonality
16. Which kind of issues that have you encountered in terms of hotel service quality
at the Front Office? (Please be specific)
_________________________________________________________________
_________________________________________________________________
17. What do you think should be done to improve the quality of service at the Front
Office? Please explain briefly:
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_________________________________________________________________
_________________________________________________________________
18. Restaurant and Bar. Please tick (√)
Attributes of the area
Level of quality of services you have received in this hotelNot satisfied at all Highly satisfied
Welcoming feeling and comfort in the restaurant and bar
1 2 3 4 5
Variety of dishes on menuReasonable pricesVariety of drinks and winesStaff appearance and presentationLanguage fluency and proficiencyHealth and dietary considerationQuality, color, taste and presentation of foodCreativity in service and techniques and stylesTime management Staff appearance and groomingBilling and cashier procedures Professional complaints handlingStaff courtesy and professionalism
19. Which kind of issues that have you encountered in terms of hotel service quality
in the Restaurant(s) and Bar(s)? (Please be specific)
_________________________________________________________________
_________________________________________________________________
20. What do you think should be done to improve the quality of service in the
Restaurant(s) and Bar(s): (Please be specific):
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_________________________________________________________________
_________________________________________________________________
Guest Room -Please tick (√)
Attributes of the area
Level of quality of services you have received in this hotelNot satisfied at all Highly satisfied
Room ambience and decor 1 2 3 4 5Comfort Cleanliness of roomGuest room suppliesQuality of furniture and fittingsRoom repair and maintenanceRoom extra amenities In room safety and security facilities Staff appearance, grooming and presentationStaff courtesy and professionalism
Staff language proficiency
21. Which are kind of issues that have you encountered in terms of hotel service
quality in guest rooms? (Please be specific)
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
22. What do you think would be done to improve the quality of service in guest
rooms? Please explain briefly:
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_________________________________________________________________
23. When a problem happened, you perceived (please check all that apply)
Efforts of hotel staff in solving the problem Responsibility of managers/supervisors in solving the problem That hotel staff ignore the problem
That you cannot connect to hotel staff to solve the problem Other (please specify):
24. How long did you have to wait for the responses from the hotel about your
problem?
Immediately Within 24 hoursMore than 24 hoursYou had to contact the hotel again before they responded No responses
25. In your opinion, which other areas should be improved? (Please check all that
apply)
More detailed information on services Expertise of service providersManager/supervisor availabilityEasy to contact with staffs Attention of staff when making business relation with guestAttraction of the outer building and/or inner decorationSpeed of response to problems of hotel services Other (please specify):
26. What do you think would be done to increase visitors in Tanzania? Please
explain briefly:
____________________________________________________________________
Thank you very much, for devoting your valuable time in this exercise.
APPENDIX II: QUESTIONNAIRE FOR EMPLOYEES
SECTION A: GENERAL INFORMATION OF RESPONDENTS
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(Please tick as appropriate).
1. Please indicate your age group
18-2526-3536-4546-59
2. Please indicate your gender
Female Male
3. Please indicate your Marital status:
Single
Married
Widowed
Divorced
4. What is your level of education?
Primary Level
Secondary Level
Certificate
Diploma
1st Degree and over
5. What is your work experience?
Less than 2 yearsLess than 2 years2-5 years
100
5-10 years10-15 yearsOver 15 years
SECTION B: SPECIFIC INFORMATION
(Please tick as appropriate)
6. Do you understand the concept of service quality?
Yes No
7. Have you attended any service quality training?
Yes No
8. How often do you get trainings to improve working conditions in the hotel so that you deliver
satisfactory service for customers?
Less than quarterly Twice a year On yearly base
9. How are you committed to Service quality? Please explain briefly.
_________________________________________________________________
_________________________________________________________________
________________________
10. What is the method you use to handle your customer complaints?
Give solution by your own
101
Forward them to your superiors
11. Have you ever had complaining customers, who feel they deserve better?
12. What mechanism is provided to you to have a
clear knowledge of your given organization working procedures and what is
expected?
13. Do you think that you have all the necessary equipment and material to handle
your job efficiently?
14. Is there an open and good channel to address your requests across all level of
organization?
15. What opportunities do you have to suggest ways to improve and influence on your job quality?
Yes
No
Sometimes
Organizational manualsTraining sessionsMeetings All
Yes No
Yes No
Development programsMeeting participation Bottom- up communication All
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16. What do you think about the access and availability to the information you need to make good
decisions and immediate one in service delivery.
17. Are you rewarded for delivering excellent services besides your monthly salary?
18. Are you allowed to make decisions regarding customer service?
19. How satisfied are you working in this hotel?
20. Would you consider working elsewhere with better conditions?
21. Which of the following are
problems/challenges to you against the provision of quality service? (Please tick)
Very accessible and available Accessible and available Limited access and availability Not accessible and available
Yes
No Sometimes
Yes No Sometimes
Very satisfiedFairly satisfiedDissatisfied
Yes No Maybe
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Variables
Com
plet
ely
diss
atis
fied
Dis
satis
fied
Ave
rage
Satis
fied
Com
plet
ely
satis
fied
Leadership style Working equipment Work schedulesTrainingCommunication at all levelsEmpowerment to employeesMotivationRewarding stylePerformance AppraisalJob satisfactionOthers (please specify):
22. Please give your own general view on ways to improve the level of service in
your hotel.
_________________________________________________________________
_________________________________________________________________
23. What is your job title and in which section do you work
Job title:
…………………………………
Section:
……………………………………
Thank you very much, for devoting your valuable time for this study.
104
APPENDIX III: INTERVIEW GUIDE FOR HOTEL MANAGERS
Dear Manager
The aim of this questionnaire is to determine the level of services offered in hotels in
Arusha city. The information is required for a research leading to the award of
Masters Degree of Tourism Management and Planning of the Open University of
Tanzania. All the information is for research only and will be treated in confidential.
I will appreciate it so much if you can spare some time to answer all the questions
that shall be interviewed.
1. I would like to know the role and responsibilities you have in this hotel.
2. Please tell me your professional achievement.
3. How long have you been holding this position in this hotel?
4. How long has this hotel been in operation?
5. Who are your customers?
6. What kind of services do you offer in your hotel?
7. Could you explain, from your own opinion what does service quality mean?
8. How does the management ensure that the level of services offered satisfy
your customers?
9. To what extent are the employees empowered in providing quality customer
service?
10. What criteria do you use to measure and manage standard of services offered
in the hotel?
11. What are challenges facing your hotel in delivering quality services to the
guests?
12. How do you overcome the challenges mentioned in 11 above?
105
13. Give any suggestions(s) for improving the quality of service in hotels in
Tanzania.
14. Finally, is there anything else that we have not touched that you would like to
share with me regarding service quality?
Thank you very much, for devoting your valuable time for this study.
Name of Hotel
…………………………
……………………..
106
APPENDIX IV: OBSERVATION GUIDE
Name of hotel: _________________________________
Variables
Level of quality of service:
1 = Very poor; 2 = Below Average; 3 = Average;
4 = Above Average; 5 = Excellent.
1 2 3 4 5Hotel design and outlook
Location, accessibility and visibilityParking space
Environmental and landscaping
Reception layout and settingSecurity and safety assuranceAvailability of indoor facilities Availability of outdoor facilities
Sanitary facilities
Water and Sewage
Floors, Wall, Ceilings, Lighting and Ventilation
Food and Beverage equipment and utensilsStaff Level of service
Service Supervision levels
General staff hygiene and groomingGeneral hotel cleanliness
Garbage and waste control
Comments:
107
APPENDIX V: LETTERS
108
109